Archive for the ‘Rob's Thoughts’ Category

Remember When . . . Confusing Products Were A Good Thing?

Monday, April 12th, 2010

There was a day, not so long ago, when most business software was bought from the likes of SAP or Oracle or Siebel Systems.  It came on a disk that needed to be installed on a server with a whole lot of customization by some very high priced consultants.  Sit back, take a deep breath, relax, and take a walk down memory lane with me.

Let’s just say, for example, a CIO of a big manufacturing or services business led a committee that decided to buy SAP as an ERP system.  He and his team commit the company to a 7 figure purchase price and 2-3x that again in consulting fees.  Something like a year passes, and this company is rolling out SAP.  Finally going live.

What do you think that CIO says to a couple of operations-types from the warehouse or manufacturing floor who knock on his door and complain that the screens are quite busy and complex, that the work-flows are unintuitive, that they can’t figure out what to do even with the user manual (roughly the size of phone book) right in front of them?  He tells them to pack sand, only not so nicely.  He says, “Suck it up and figure it out.  We just spent $7 million on this package.  Either that, or try not to let the door slam your gluteus maximus on the way out.”

The times they are a changin’

I remember as a CRM sales guy in the late 1990s Siebel Systems touting 135 screens in their marketing literature.

confused-userOh, what a great software concept – confuse the crap out of your user community.  Can you imagine any software-as-a-service (SaaS) company marketing like that today? It wouldn’t just be slitting the company’s throat.  It would be the VP of Marketing filling entire office building with jet fuel and then grabbing a smoke.

What has changed?  Seven million handcuffs were removed, that’s what.  The massive upfront lock-in costs are gone in SaaS.  The business buyers pay as they go, a month at a time.  The software has to perform its function well, very quickly, and it has to be extremely intuitive.  If it’s not, the user community really does hit the road.  They vote with their feet, and fast.

Online scheduling driven by the user base

A couple of years ago, I was preparing to meet Shiftboard’s founder, Bryan, for the first time.  I was doing my homework on the online scheduling market which was new to me.  I have studied a fair number of markets in my day, and I figured I had the big picture of this one.

Somewhere in the first 15 minutes of that meeting, Bryan says, “Most scheduling software is built from the scheduler out.  But Shiftboard was built first and foremost for the users, the workers checking schedules and picking up shifts, in other words designed from the worker in.  Because in online scheduling software over the next decade, the users will ultimately have the biggest collective say in what software is used.”  I was off my game.  That nugget of information got under my skin.  I thought about it a lot over the next couple of days.  I met him a couple of more times, talked to some customers, laid awake at night chewing on it.

Here was the product manager of the future, not the past.  Here was a guy who designed the product around ease of use above all things.  It didn’t take me too long.  I decided to get on the train . . . pushed all my chips to the middle of the table . . . because I knew from more than a decade in the business that his kind of software product design was where the whole software industry was going.

See what you think about our online scheduling software – literally tens of thousands of users who have logged in for the very first time and figured out what to do without a lick of training.  There ain’t no 135 screens, I can promise you that.

– Rob E

Remember When . . . Confusing Products Were A Good Thing?

There was a day, not so long ago, when most business software was bought from the likes of SAP or Oracle or Siebel Systems.  It came on a disk that needed to be installed on a server with a whole lot of customization by some very high priced consultants.  Sit back, take a deep breath, relax, and take a walk down memory lane with me.

Let’s just say, for example, a CIO of a big manufacturing or services business led a committee that decided to buy SAP as an ERP system.  He and his team commit the company to a 7 figure purchase price and 2-3x that again in consulting fees.  Something like a year passes, and this company is rolling out SAP.  Finally going live.

What do you think that CIO says to a couple of operations-types from the warehouse or manufacturing floor who knock on his door and complain that the screens are quite busy and complex, that the work-flows are unintuitive, that they can’t figure out what to do even with the user manual (roughly the size of phone book) right in front of them?  He tells them to pack sand, only not so nicely.  He says, “Suck it up and figure it out.  We just spent $7 million on this package.  Either that, or try not to let the door slam your gluteus maximus on the way out.”

The times they are a changin’

I remember as a CRM sales guy in the late 1990s Siebel Systems touting 135 screens in their marketing literature.  [Insert confused user here.  I had trouble finding a free image: http://www.istockphoto.com/stock-photo-1722913-frustrated.php] Oh, what a great software concept – confuse the crap out of your user community.  Can you imagine any software-as-a-service (SaaS) company marketing like that today?  It wouldn’t just be slitting the company’s throat.  It would be the VP of Marketing filling entire office building with jet fuel and then grabbing a smoke.

What has changed?  Seven million handcuffs were removed, that’s what.  The massive upfront lock-in costs are gone in SaaS.  The business buyers pay as they go, a month at a time.  The software has to perform its function well, very quickly, and it has to be extremely intuitive.  If it’s not, the user community really does hit the road.  They vote with their feet, and fast.

Online scheduling driven by the user base

A couple of years ago, I was preparing to meet Shiftboard’s founder, Bryan, for the first time.  I was doing my homework on the online scheduling market which was new to me.  I have studied a fair number of markets in my day, and I figured I had the big picture of this one.

Somewhere in the first 15 minutes of that meeting, Bryan says, “Most scheduling software is built from the scheduler out.  But Shiftboard was built first and foremost for the users, the workers checking schedules and picking up shifts, in other words designed from the worker in.  Because in online scheduling software over the next decade, the users will ultimately have the biggest collective say in what software is used.”  I was off my game.  That nugget of information got under my skin.  I thought about it a lot over the next couple of days.  I met him a couple of more times, talked to some customers, laid awake at night chewing on it.

Here was the product manager of the future, not the past.  Here was a guy who designed the product around ease of use above all things.  It didn’t take me too long.  I decided to get on the train . . . pushed all my chips to the middle of the table . . . because I knew from more than a decade in the business that his kind of software product design was where the whole software industry was going.

See what you think about our online scheduling software – literally tens of thousands of users who have logged in for the very first time and figured out what to do without a lick of training.  There ain’t no 135 screens, I can promise you that.


Rob Eleveld
Shiftboard, Inc.
direct: 425.503.6066

The Most Demanding User Base is the Fleetest Afoot

Monday, March 15th, 2010

One of the biggest challenges to any new, innovative product development team is which user group to target for your first product versions.  Since early users can make your product or break it, so this is no trivial decision.  There are generally two schools of thought on this subject.  One is to target a less demanding user group in hopes of learning slowly and iterating before they thrash your product to death.  The other theory is to put your product in front of the most demanding user group first, take your lumps, and if the product can hold its own, all the other user groups can be mopped up quickly.

I wish I could take credit for being a part of that decision here at Shiftboard, but I can’t.  It happened a number of years before I was even associated with the company.  The product was initially built for healthcare staffing in 2002-2004, but that product team decided the core scheduling application could be simplified to address many more markets in a simpler, more streamlined way with a very intuitive product.

Stripping a product down to its essence

So it was that in mid 2004 and early 2005 they descended on the product like Richard Petty’s pit crew – Snap On tools, pneumatic drills, the works.  The chassis was lowered, suspension tightened, a new engine tied in that made the old one look like a flywheel with a mouse.  Everything was designed around ease and speed of online scheduling.  Anything that interfered with the design principle, a protrusion or sharp angle – anything that added wind resistance, was stripped away quicker than corrosion on an F-18’s wing.  When the overhaul was completed in spring 2005, there sat a machine idling on the track with a singular purpose.  Why on earth was so thorough of an overhaul required?  To keep up, of course, but with whom?

When I first came to Shiftboard to take the sales team to the next level, I reviewed the customer list.  At first I overlooked all the non-profits, until the sheer numbers starting grabbing my attention.  There must have been 20 film festivals alone at the time, not including music concerts and other events.  “What’s with all these festivals and events?”   The response I received was quite simple – a number of the referrals we received were from the Seattle International Film Festival (SIFF), the largest film festival in the country by some measures.  “When did SIFF come aboard?”  I should have guessed the answer but was still surprised . . . spring 2005.  As a novice to online scheduling, I was asking myself why the volunteer scheduling market was chosen as the proving ground.

Raw speed

LewisrunHow many of y’all saw Carl Lewis run in his prime?  The man seemed to float down the track during those 100s and 200s he ran.  Ever looked closely at a volunteer?  They come in all shapes and sizes of course.  It’s hard to pick them out of a crowd.  Some are wearing t-shirts and sporting 3 days of beard growth, others skirts and heels.

But if you look closely at the bag they carry or what protrudes from their collective backpacks, you might catch a glimpse of trail running shoes, a dry-fit garment, or sprinter’s cleats.  You see, one thing ties together all volunteers: they offer up their own time to their cause, rather than someone paying them to give it.  That one little attribute puts volunteers in a class with Carl in terms of software usage.  They can’t be bought by an employer.  If they are confused or frustrated for even a minute, they run like the wind.  Because no one, no organization, can make them stay.

Back in the spring of 2005, the most demanding use case around was Seattle International Film Festival’s volunteer scheduling.  Those folks came once per year, wanted to confirm their shifts quickly, volunteer their time, and be done.  No training could be required.  If Shiftboard couldn’t be figured out immediately, they were gone.  Second chances don’t happen often in life, even less with a new user in software-as-a-service.  Luckily for me, and more importantly for our customers, that stripped down machine built in 2005 was sleek enough to chase down even the fastest and most demanding volunteers users. SIFF has been a customer for 5 years now.  This past year there were more than 4,500 event scheduling shifts confirmed by nearly a thousand volunteers during the 3 week festival.

Bona fides in volunteer scheduling software

Among many other segments, we count volunteer scheduling as a core competency.  We like working with non-profits, and it is a part of our mission to do so.  We have humane societies, hospitals, mentoring groups, convention & visitors bureaus, churches, private schools, volunteer groups staffing concessions at pro sporting events, you name it.  Thanks to the good folks at Tampa Theatre, our system was talked up as great volunteer scheduling software last week at a meting of the League of Historic American Theatres.  Today there are tens of thousands of volunteers who are registered Shiftboard users in North America.  I have come to learn that it’s not luck, but rather a lot of product development focus.

It all comes back to one thing.  The key players here early on, and especially the founder Bryan, decided that ease-of-use had to trump all other requirements.  And to test out the product design, the most demanding user group around was put in front of their favorite browser without any training, just to be very sure they could pick up shifts and print their schedules.  Those users made cheetahs look slow in terms of how quickly they were on to the next website or text message if their user experience was frustrating or complex.  They are still the ultimate test today.  Online scheduling, simplified.

– Rob E

Do Not Become the Main Course

Monday, March 8th, 2010

Developing requirements for a business purchase?  Don’t become the main course.

When is the last time you bought a car?  Do you remember walking into the various dealerships?  What were you looking for?  Let’s forget about what you looked like to the salespeople working the floor, because if you are anything like me, you likely resembled a mouth-watering, medium rare ribeye steak on two legs.  (If you are having trouble with the visual, watch the last 20 minutes of the movie “Madagascar” for a good chuckle.)

JuicySteak1_Flickr_Kina3

Now why would I look like that to a salesperson?  Because I don’t buy a car very often, like once a decade.  That’s in a good decade, since the person with the brains in my family runs the finances (i.e., my wife).  So when we get to the point of being ready to make the leap, I am READY.  I have sat enviously in other people’s  new cars for at least the past five years watching the latest technology pass my old wheels by.  Everyone else is driving something (more…)

What Do Submarines and User Interfaces Have In Common?

Monday, February 15th, 2010

(more…)

Lake Superior and Scheduling Software: Getting Your Feet Wet

Monday, February 8th, 2010

“The Middle.”  That’s what my wife called the Midwest when I first met her.  Like so many people who grow up on one of the coasts and do their traveling to the other (she grew up in New Jersey and went to college at Cal-Berkeley in the Bay Area), she had no idea what was in between.  She is long past that view, and we bring the kids back to western Michigan where I grew up each summer.

When I get back to the Midwest each summer, I absolutely must do a few things.  If you happen to be headed to “The Middle” anytime soon, feel free to borrow my little checklist and save yourself the 40+ years it took me to create it:

•    Grab at least 12 bottles of Bell’s Oberon, a summer ale, and make darn sure to drink every one of them before you leave.  Bell’s is a small brewery in Kalamazoo that tops my list of the best micro-breweries in the nation in terms of top quality beer, although others like Deschutes Brewery out of Oregon are almost as good with stronger marketing and wider distribution.

•    Watch “High Fidelity”  or “Ferris Bueller’s Day Off” to get into the spirit of the Midwest’s capital city – Chicago.  John Hughes (“The Breakfast Club”, “Weird Science”, etc.), the recently passed screenwriter/director bard of a generation that “was born between the Gulf of Tonkin Resolution and the Bicentennial” in the words of a NY Times obituary, was also a Midwesterner – raised in Detroit.  He wrote the latter movie and helped discover the former’s star John Cusack in one of his earlier films – “Pretty in Pink”.225fitzopen

•    Finally and most importantly, listen to Gordon Lightftoot’s ballad “The Wreck of the Edmund Fitzgerald” at least 5 times on your trip.  This song, more than any other, is the anthem of the Midwest and Great Lakes region.  Many of you probably haven’t even heard of it, but ask anyone who grew up from Minnesota to upstate New York, from Ontario to southern Indiana about it.  It is such a hardwired piece of a Midwesterner’s soul that they will refuse to believe there is anyone in North America that doesn’t know the song or the shipwreck that inspired it.

The legend lives on from the Chippewa on down
Of the big lake they call Gitche Gumee
The lake, it is said, never gives up her dead
When the skies of November turn gloomy.

With a load of iron ore – 26,000 tons more
Than the Edmund Fitzgerald weighed empty
That good ship and true was a bone to be chewed
When the gales of November came early

Many people I know are shocked when they first realize you can’t see across Lake Michigan, or any of the other Great Lakes. These are no inland lakes, but rather a group of inland seas that hold more than 20% of the earth’s fresh water.  The waves get big when the wind is piping.  If you ever really want to understand the power of water or waves, Sebastian Younger writes an enthralling summary near the beginning of “The Perfect Storm.”

The wind in the wires made a tattletale sound
And a wave broke over the railing
And every man knew, as the Captain did, too,
T’was the witch of November come stealing.

The dawn came late and the breakfast had to wait
When the gales of November came slashing
When afternoon came it was freezing rain
In the face of a hurricane west wind

Take a quick guess at the waves that sunk the Edmund Fitzgerald?  She sank in 30 foot waves.  In my five years in the Navy, I saw those kinds of seas only once on the Atlantic and Mediterranean.  The waves were so large on Superior that fateful November day in 1975 that she planed up on two of them and the bottom literally fell out of the ship.  She was gone in less than 2 minutes.

When supper time came the old cook came on deck
Saying fellows it’s too rough to feed ya
At 7PM a main hatchway caved in
He said fellas it’s been good to know ya.

The Captain wired in he had water coming in
And the good ship and crew was in peril
And later that night when his lights went out of sight
Came the wreck of the Edmund Fitzgerald.

On this past summer’s trip, my kids were 7, 5 and 3 years old.  They love digging in the sand of the Lake Michigan shoreline.  And of course they want to swim every day.  We had big waves most days this year, and even my oldest son can get knocked flat on his back by a 3 foot wave.  So we stood within twenty feet of shore much of the time, lifejackets buttoned up, and yelped with glee as we jumped the incoming waves while holding hands.

In the next summer or two, my older ones will be out on the sandbar, battling the waves alone.  They won’t need me near by then.  In four or five years, they will be body surfing out there and wondering why I don’t have the gas to keep up with them.  But we started them slow and got their feet wet, so they could learn the power of the surf and gain confidence quickly while still near to shore.

Lake Huron rolls, Superior sings
In the ruins of her ice water mansion
Old Michigan steams like a young man’s dreams,
The islands and bays are for sportsmen.

And farther below Lake Ontario
Takes in what Lake Erie can send her
And the iron boats go as the mariners all know
With the gales of November remembered.


Getting your feet wet with online scheduling

I am reminded of that analogy as I sit here in the office.  The more we work with customers, the more calls we take, the more launches we provide, the more obvious it becomes that the customers who are most successful get started immediately but with some small steps initially.

You see, the flip side is that we have people call us to ask about literally every add-on product we have listed on our website.  And they are extremely useful products, don’t get me wrong.  But the reason people come to us is a scheduling problem, and somehow with all those questions they lose sight of the core problem.  Instead of getting off the beach and adjusting to the water temperature, they are busy planning how to swim to Milwaukee.

Shiftboard in 6 Minutes

As we observed our customers, especially during the first week or two of them having access to the system, we sat down internally here and said, “We have got to get our customers started quickly and cleanly.  They each need some quick wins to get confident with the system and online scheduling as a process in the first day or two.”  We thought hard about that, and the more we thought, the more we felt that we had to get to the core of the issue.

So we created an initiative called “Shiftboard in 6 minutes.”  There is a training video to kick off your Shiftboard experience, and you should be ready to go in 6 minutes.  You will be up and running and actually putting shifts on the calendar the first time you sit down and log into Shiftboard.  Whether your gig is event scheduling or nurse scheduling or volunteer scheduling, have your credit card ready when you call us, because we are going to be urging you to take the first few steps into the surf FAST.  And trust me, the water feels nice.  All you need to do is get your feet wet.

-Rob E.

The full lyrics to Gordon Lightfoot’s ballad.

South Asia, Millionaires, and Call Center Scheduling

Wednesday, November 25th, 2009

We meet so many people in life that its not surprising many don’t register very long in our memory banks.  At least a couple times a month I receive a “friend” request in Facebook that leaves me scratching my head.  “Did I know this person?  From where?”  But I can tell you that if line up 100 people and ask them to name their freshman roommate in college, every person will remember.

Mine was Himraj from New Dehli, India.  I learned a lot from him about his country, about being an international student in the States, etc.  Generally he broadened my horizons.  We remained close through our four years of college and beyond.  When I rolled off of active duty in the Navy, I had India on my backpack itinerary in order to finally visit him at home. Needless to say, it was great to see where he was from, meet his family, and tour some of India first-hand with my close friend as a guide.  Among many other memories, I had an eventful day-trip to see the Taj Mahal, just myself and a taxi driver, that is worthy of a separate post just in itself.
Call Center Scheduling
Best movie of the year

That was 15 years ago, and my wife had been there since, but I had not.  So recently when we settled on the couch to watch “Slumdog Millionaire”, it brought me back.  It’s a wonderful movie, but also a hard movie.  It doesn’t hide from one of India’s and the globes biggest challenges with regards to the huge masses of humanity living in grinding poverty.  None of those images were a surprise after my previous visit, however.

Whatever the reason, the scene from that movie etched into my brain are the rows of callers and computers in a Space Odyssey unnatural blue hue – an Indian call center.  We can all relate to call centers, of course, in terms talking to tech support from a Fortune 500 company or questioning our credit card bill.  Call center scheduling is one of our many market segments here at Shiftboard.  I guess I had just never pictured a call center in the Henry Ford production line sense at that scale.

Our scheduling software is a good fit

We provide call center scheduling to many customers – survey research institutes, product support groups, insurance appointment setters, etc.  Our customers are US and UK based to date, but I am sure some Indian customers are only a matter of time.  We tend towards call centers where the quality and ease-of-use of our software, combined with no IT requirements, consistently beat the big, tired call center switch vendors with some bolted-on call center scheduling software.

Most importantly, many of our customers, ranging from Cornell and University of Wyoming Survey Research Institutes to more traditional sales or support call centers like VoiceCurve are using a self-scheduling paradigm for their workers and managing the exceptions with our real-time coverage reporting.  That paradigm couldn’t be more different from the Indian call center in the movie.

A few weeks ago, I received an email from Himraj.  He had run into a 3rd classmate of ours, Brooks, over in Mumbai.  There was the usual 3-way banter and some sarcastic references to past events, Kingfisher Beer vs. the local Northwest microbrews, etc.  It brought a smile to my face in the midst of a busy day.  I haven’t forgotten.

-Rob E.

Event Management, with an assist to NCAA Womens Soccer

Wednesday, November 11th, 2009

It’s funny how things move in cycles here.  Our roots from some of our earliest customers were in the event management market.  When I came to Shiftboard, most of those customers were in film and music festivals.  We supported them well and continue to do so, but it took a women’s soccer team and a fall season to bring event scheduling into focus for me.

Women_Huskies

Our family had attended a few University of Washington soccer games a year for years.  But over the past two years, Lesle and Amy, the head coach and assistant head coach of the University of Washington women’s soccer team respectively, have become good friends of ours.  Amy and her husband have two boys the same age as my two boys, and they play on some teams together.  Lesle’s high school-age son watches our kids sometimes, and keeps them busy running around more often.  Those two coaches probably think of it more as a cruel twist of fate that they know us, because I now and then after a game I step into my “armchair mid-fielder” role (I know virtually nothing about soccer, which must make it unbearable).  Regardless, our family has become boosters and close followers of the team.

The way to really know event scheduling?  Working with customers of course.

As I have followed the women Huskies this season, Shiftboard has been pulled ever deeper into event management in terms of meeting customer needs.  Our customer base began to not only include a multitude of festivals, but also professional event management companies.  The first was OneReel, a local Seattle firm that runs many events including a nationally known music festival, Bumbershoot.  Then came Film Independent, which runs the Los Angeles Film Festival.  Soon we had event management companies coming from across the country, including Linder & Associates in the Washington DC area organizing federal government-sponsored events.  They recently ran a Department of Energy event, Solar Decathlon, with scheduling software provided by Shiftboard.

In parallel, sports event management firms have been knocking on our door.  Cal-Berkeley Events & Ceremonies referred us internally to Cal-Berkeley Athletics, where the ticket office schedules their personnel with our software.  The CVS/pharmacy LPGA Challenge came in on extremely short notice from a referral this fall.  We set them up to coordinate their 100+ carts and shuttles volunteers.  We have soccer league customers and we’re breaking into hockey. I won’t bore you with a long list, but lets just say our account managers have event management on the brain.

We are pretty darn good at supporting the requirements of this business in terms of real-time scheduling and communication.  As dates, times and locations change on very short notice in the event scheduling world, every worker has real-time visibility into the calendar status.  Our system is exceptionally intuitive for hourly workers or volunteers with little technology patience.  And our software handles events with as few as 50-100 workers and very large annual gatherings with thousands of workers or volunteers. We have earned our knowledge in terms of an all-up-round software solution through direct customer interaction across all these types of events.

It’s hard not to care

As this fall progressed into November, the personal and professional aspects of event management were running in parallel for me. I sat with my family in the bleachers last Sunday, and my blood was up.  After a great season, a UW Women’s Soccer NCAA Tournament spot rested on their final game against a highly ranked USC team.  At the beginning of the 2nd half, the Huskies were down 2-1 despite playing far better in the first half.  I was trying to forget Lesle’s words after a well-played loss earlier in the season, “I hate moral victories.”

Given past history and some “coaching” from my wife after a few Michigan football losses earlier in our relationship, I generally try not to care much about sports these days.  That outlook helps keep me from getting too competitive.  But I have come to know most of the players and certainly the coaching staff of this team.  Needless to say, my 3 year old daughter was complaining about me cheering on a cold November afternoon, “Too LOUD in my ear, Daddy!

The team battled back with a beautiful assist and goal between two fleet-footed strikers midway through the half, combined with a lock-down defense.  The same pair almost scored a 2nd goal that half on a breakaway among other solid scoring opportunities, but a 2-2 draw was enough.  When the tournament pairings came out earlier this week, the Lady Huskies were matched against the University of Mississippi for their first game.  Looks like in terms of both event management here at Shiftboard and more importantly the Husky Women’s Soccer tournament bid . . . IT’S ON!

-Rob E

Scheduling Software Becoming a Hazard to Airline Safety?

Thursday, October 29th, 2009

Well folks, most of you have now read of the two Northwest Airlines pilots who flew past their destination by 150 miles earlier this week on a trip from LAX to Minneapolis.  Not necessarily because it happened, as there is some human error potential in any endeavor.  It’s the reason that has my head spinning.

According to MSNBC,   “The pilots of Northwest flight 188 told the National Transportation Safety Board (NTSB) that they were so engrossed in a complicated new crew-scheduling program on their laptops — that they lost track of time and place for more than an hour until they were brought back to alertness by a flight attendant on an intercom.”

Delta’s scheduling software for pilots, required to be adopted as part of the merger with Northwest, was so complex as to have caused those pilots to lose track of an hour in the air?  Are you kidding me? Here’s a little snippet from the New York Times on this same story:

“Though similar to Northwest’s scheduling system, the Delta procedure uses different acronyms and a different computer program, said a pilot who has used both systems but who requested anonymity because he is not authorized to speak publicly.  He said the Northwest system was ‘more intuitive.’”

Northwest’s scheduling software was more intuitive?  Ya think??  Circumstantial evidence seems to indicate that reprogramming O’Hare’s air traffic control system (probably written in Fortran) would be more intuitive.

We’re in the business of scheduling software here at Shiftboard.  But I can say with 100% certainty that we’re not in the same business as Delta’s scheduling software vendor.

Why does ease-of-use matter?

I wrote a post back on July 22 entitled  “Remember When . . . Confusing Products Were A Good Thing?”  I guess someone at Delta missed the sarcasm.   My next post on July 27,  “The Most Demanding User Base is the Fleetest Afoot,”  was about the emphasis we place on making very intuitive software because our customers can’t afford to train their distributed workforces.  People around here were rolling their eyes and telling me move on in the blog, they got the point already.  Evidently my (WIDELY read) blog doesn’t have a big following in Delta’s IT department, however.

We don’t take ease-of-use for granted because our business depends on it.  And our business depends on it because our customers expect and demand their online scheduling vendor to provide a system that is easily adopted by both their schedulers and workers.  Last time I checked, two well-educated and veteran pilots staring at a screen scratching their heads for hours won’t pass muster.  Our standard here is that anyone who can use email can figure out the system the first time they log in . . . with no training.

Don’t worry.  If the NTSB comes calling, we’ll pick up the phone.  There’s a new sign hastily scrawled in felt tip marker hanging above the entrance to the development office wing here:

ease-of-use-a2

It’s only half in jest.

More importantly, that sign will still be hanging at Shiftboard long after this Northwest/Delta Airlines flap has blown over.

-Rob E.

Scheduling Software Becoming a Hazard to Airline Safety?

Well folks, most of you have now read of the two Northwest Airlines pilots who flew past their destination by 150 miles earlier this week on a trip from LAX to Minneapolis. Not necessarily because it happened, as there is some human error potential in any endeavor. It’s the reason that has my head spinning.

Image: http://i2.cdn.turner.com/cnn/2008/US/06/10/sleepy.pilots/art.pilot.tired.jpg

According to MSNBC [http://www.msnbc.msn.com/id/33495201/ns/us_news-life/]

The pilots of Northwest flight 188 told the National Transportation Safety Board (NTSB) that they were so engrossed in a complicated new crew-scheduling program on their laptops — that they lost track of time and place for more than an hour until they were brought back to alertness by a flight attendant on an intercom.”

Delta’s scheduling software for pilots, required to be adopted as part of the merger with Northwest, was so complex as to have caused those pilots to lose track of an hour in the air? Are you kidding me? Here’s a little snippet from the New York Times on this same story:

“Though similar to Northwest’s scheduling system, the Delta procedure uses different acronyms and a different computer program, said a pilot who has used both systems but who requested anonymity because he not authorized to speak publicly. He said the Northwest system was ‘more intuitive.’”

Northwest’s scheduling software was more intuitive? Ya think?? Circumstantial evidence seems to indicate that reprogramming O’Hare’s air traffic control system (probably written in Fortran) would be more intuitive.

We’re in the business of scheduling software here Shiftboard. But I can say with 100% certainty that we’re not in the same business as Delta’s scheduling software vendor.

Why does ease-of-use matter?

I wrote a post back on July 22 entitled Remember When . . . Confusing Products Were A Good Thing?” [link] I guess someone at Delta missed the sarcasm. My next post on July 27, “The Most Demanding User Base is the Fleetest Afoot” [link], was about the emphasis we place on making very intuitive software because our customers can’t afford to train their distributed workforces. People around here were rolling their eyes and telling me move on in the blog, they got the point already. Evidently my (WIDELY read) blog doesn’t have a big following in Delta’s IT department, however.

We don’t take ease-of-use for granted because our business depends on it. And our business depends on it because our customers expect and demand their online scheduling vendor to provide a system that is easily adopted by both their schedulers and workers. Last time I checked, two well-educated and veteran pilots staring at a screen scratching their heads for hours won’t pass muster. Our standard here is that anyone who can use email can figure out the system the first time they log in . . . with no training.

Don’t worry. If the NTSB comes calling, we’ll pick up the phone. There’s a new sign hastily scrawled in felt tip marker hanging above the entrance to the development office wing here: “Ease-of-use, lives depend on it.” It’s only half in jest.

More importantly, that sign will still be hanging at Shiftboard long after this Northwest/Delta Airlines flap has blown over.

Rob E.

The Full House T and Focus

Thursday, August 13th, 2009

Last week I was back in Michigan with my family.  I grew up there, so we go back every summer to spend some time on Lake Michigan and have the kids see their grandparents.  A part of that trip that I always enjoy is my dad and I taking my old football coach, George Barcheski, or “Bar” as we all called him, out for breakfast.  Bar is 74 now, but he hasn’t lost much of the fire he had over 40 years of coaching football. Bar won more than 200 games plus four state championships, and the number of coaches in the nation that have those types of numbers is a very elite list indeed.

A big breakfast and a couple cups of coffee with him covering politics and sports and family always seems to help re-center me a bit.  You see, the reason I look Bar up when I am back is because of the lessons he taught me about life.  Football was just the vehicle.  Of course there were some classic teachings: “NOBODY SWEAR!  I’ll do all the swearing for the whole team.  I have a lot more practice at it than all of you!”  But after seeing Bar this year I was reflecting on another thing I learned on the field.

Running off tackle

When I played back in the 1980s (ouch), we came out every August and practiced plays from an offense developed in the 1940s called a “Full House T”.  The “T” described the shape of the offensive backfield, packed with a quarterback under center, a fullback and two halfbacks to the right and left.

T_formationIt does not “spread the field” as is the current offensive wisdom, and even back then it was considered antiquated.  (For those interested in a good read of the evolution of football and recruiting, Michael Lewis, the well known author of “Liar’s Poker”, recently wrote a book called “The Blind Side” that I recommend.)  The Full House T limited your options to some extent, telegraphed what you were going to do.  It said, “We are going to run off tackle . . . over and over again.  It’s what we do.  No tricks, no slight of hand.  What you see is what you get.”  We ran the same plays I saw Bar’s teams run as a kid in the 1970s, the same plays he ran in the 1990s after I was gone.

The idea was not about keeping all those teams we played guessing which plays we would run.  It was about being more focused, running those same plays off tackle harder and faster with more discipline than anyone else we played.  We would scrimmage other teams and instead of quietly calling a play in the huddle, Bar would just yell so everyone on both sides of the ball could hear, “RUN IT AGAIN!.”  We would then proceed to run the same play three or four times, to see what we could do when the entire defense knew where the ball was going.  It hammered into our brains the emphasis on doing the little things right – every play.  What others might see as limited options of the Full House T in fact led to more focus.  And focus led to juggernaut-like consistency of execution.  And execution won games.  And winning games won championships.

What you see is what you get

There is an acronym in the software industry now, WYSIWYG, that is pronounced “wizzy-wig.”  It stands for “What You See Is What You Get” and it describes a user interface paradigm where you can see exactly what things will look like when you edit them, before even saving your changes.  We have recently implemented one of these WYSIWYG editors so our customer’s site administrators can update their own web-registration forms.

But more to the point, our entire company – products, services, team – is WYSIWYG.  We focus on providing easy-to-use online scheduling software via the internet at a very affordable price point.  That focus and simplicity of purpose is not just because of me, but rather a group of hard working folks gravitated here who are all of the same mindset I learned on the football field.  How does that translate to y’all out in the market?

•  Your users won’t be confused by complex, busy software.  Ease-of-use is and will continue to be a core competency of ours, because we are in the online scheduling market for the long haul.

•  We don’t offer a free version.  Instead, we are very clear and transparent with our pricing, which is very affordable at all edition levels but allows us to run a stable, consistent business.  Because everyone reading this right now knows you get what you pay for.

•  We host our software and deliver our products in the form of Software-as-a-Service (SaaS) so any user can access Shiftboard from any browser, 24×7.  This delivery method allows us to push new functionality to market very quickly and consistently to all of our customers with much lower development costs and associated prices than “installed software”.

Instead of being abstract, let’s be specific, because all of you have to make hard business decisions every day.  A couple of weeks ago, we received a 6 page Request For Information from a large federal government agency in the Midwest.  It would have been one of our 10 largest customers in terms of revenue.  We could meet 80-90% of their requirements without any modifications at all to our software, in other words Shiftboard was a very good fit.  We provided a 2-hour online demonstration to an evaluation team.

They came back to us very interested, but said it was an absolute requirement that they install the software on their own servers inside their firewall.  We didn’t noodle on it.  We didn’t look at the cost-benefit of maintaining multiple versions of software out there in the field, trying to upgrade various versions, trouble-shooting different IT environments.  I have seen that movie play in enterprise software.  We said “No.  We deliver our software-as-a-service because it allows us to get much more product to market and keep it affordable.  Come back if you have second thoughts about your requirement.”  If we had gone down that road for one big customer, it would have jeopardized all that our customer base has come to expect from us.

Whether you just found us on a search, or you are currently considering an online scheduling system for your business, or you are already are a customer of ours – you won’t see Hail Mary passes and double reverses from Shiftboard.  You will see the ball move, however.  You will see our feature set increase, constant refinements to usability, more self-service and online training. WHAT YOU SEE IS WHAT YOU GET.  I certainly owe Bar a lot more than breakfast once a year.

–Rob E.

Why SaaS Is a Better Cure for Dinosaur-itis than Wearing a Hat Backwards

Saturday, July 18th, 2009

Ever felt a little aged in some part of your life?  As I have previously mentioned and got comfortable with a while back, I am right there with Velociraptor and Diplodocus in the Jurassic Period.

velociraptorAnd yes, I pulled out some lesser known species to show that I know more dinosaur terms than most people, because like a lot of parents with young children, I have been reading about them during bedtime stories for years now.  “So I have that going for me, which is nice.” (Bill Murray – name the movie).

For hours or sometimes days I manage to forget that I am “middle-aged” (a kind term for everyone who refuses to state just how long ago they passed their 40th year here on earth).  Of course, my kids remind me continuously, but I have grown used to that.  But there is one place where reality hits me like a cold slap of aftershave.  The IMA.  You see, my wife works at the University of Washington.  As anyone here in Seattle will tell you, the best single fringe benefit of “the U” is the family membership to work out at the Intramural Activities facility (IMA). The weight room is twice the size of the largest I have ever seen.  There is a cardio room of at last 20,000 square feet with windows on the 3 sides.  Just driving by makes me feel fit.

Getting cold in the weight room

When I walk into the IMA, which is best case once a week with my schedule, I’m usually in a pretty good mood.  I have time to get a workout in, and when I get there I feel a little younger remembering back to when I was in college.  Then I get to the weight room.  Quickly I realize that in actuality I resemble something akin to a walking carcass to everyone else there, all of whom are in their teens or early 20s.  Anyone that can be bothered to make eye contact with me is giving me a facial expression that is saying something along the lines of “Sup old man?” or “Don’t tell me you are going to clog up a bench press.”

Of course I try to make little superficial adjustments.  Botox is a little too 1990s.  Instead, I kid myself that my UnderArmor shirts, which I switched to a few years ago, shave off a couple of years.  Ever since my days as a sailor, I have worn some ship’s baseball cap for a workout.  Of course when I was younger and cooler, I wore it backwards.  About 5 years ago, I realized that instead of shaving any years off my persona, it was simply exposing a bare forehead closing in on lunarscape proportions.  So now I wear it straight forward and “locked up” as we used to say back in the day.  And when I walk into the IMA, I feel that little chill that T-Rex first felt, in the middle of nibbling on a drumstick the size of a telephone pole, after the meteor hit earth and the resulting dust clouds began to block out the sun’s warm rays.

Shedding OpEx and age with Software-as-a-Service

That’s the bad news.  But the good news is that when I walk into the office in the morning, I lose a solid 20 years.  You see, here at work I’m watching the inevitable extinction of another era and another business model, that of enterprise / shrink-wrapped software.  Why?  Because Software-as-a-Service (SaaS) can deliver a more reliable, more scalable, more up-to-date product than buying software and having it installed.  Oh, I forgot this little gem.  SaaS can be provided at AN ORDER OF MAGNITUDE LESS in cost to your business.  Yes, you read it correctly, ten times less.

Sure, we’re a software company, so we have a development & QA staff and an array of parallel processed, redundant servers over at a bullet-proof data center.  But I’m not talking about those costs, because those are R&D costs, just like if we had a manufacturing plant.  Instead, what is an apples to apples comparison with any company or P&L out there is our business infrastructure.

Want to know the cost of the business-IT infrastructure to run our administrative & finance teams (G&A), sales & marketing teams, plus customer support?  Get ready to flip your hat around and peel a generation off your operation.
•    Our financial package is Quickbooks Online from Intuit.  Cost: $54 per month.
•    We share all our files and manage our tasks via Smartsheet.  Cost:  Less than $100 per month.
•    Our sales, support and contact management is brought to us for a couple hundred bucks a month all in from Salesforce.com.
•    Email?  We all use Gmail from Google here.  Cost: free.

It’s all SaaS, all hosted software.  Our team can access any of those applications anywhere 24×7 from a browser.  Setup costs, if there were any, were less than a month of service in all cases.  There were no big upfront costs or cash hits.  Rather, everything is a monthly expense item.  We have some part-time IT help because we don’t have to run a bunch of internal file servers or Exchange Server or whatever.  We let our SaaS vendors above worry about the hardware and the backups and the redundancy.  Including T-1 and phones, we still pay maybe 15% of what I paid at LastCo to run a business-IT infrastructure for 50 people.

If you make a change, bring Kleenex

Those numbers above are “bring tears to a controllers’ eyes” type line items.  If you are not sitting up in your chair right now considering an 80% reduction per month of IT infrastructure costs and potentially not needing an IT headcount for your department or small business, then luckily you weren’t running a P&L five or ten years ago.  Because back then you could not have touched this type of business and software infrastructure at these price points without big upfront commitments.

I will tell you more later.  But yeah, I’m lot younger at the office, both mentally and more importantly when I review our operating expenses each month.  Let’s just say that being warm-blooded and not laying eggs feels pretty good.  Especially compared to chewing on trees and shivering a little more violently every day as the temperature continues to drop.

–Rob E