If it didn’t happen this way, it should have: On the great golfer Ben Hogan’s 70th birthday, I’m told, an interviewer asked if he had plans to retire. “Retire?” Hogan is supposed to have responded. “People retire to fish and play golf. I fish and play golf now!”

Management consultants have an unfortunate penchant for sports metaphors. So, it occurred to me the other day as I searched for my ball that IS management and golf have a lot in common. To those of you who play the game I need go no further. For the rest, I’ll explain some of the parallels:

1. When your golf swing goes off, you try solutions more or less at random to fix it. When a computer program that used to work crashes, programmers often do the same.

2. Sometimes, the tools we use in computing just don’t work the way they’re supposed to. The same can be said of golf clubs.

3. In golf, even when you can reach the green in one shot it usually takes two putts to get the ball in the hole. With computers, even when you have a relatively easy problem to solve you usually need two iterations after delivering the product before you satisfy the user.

4. With computers, no matter what new snazzy tool you buy someone announces a better one right after you spend your money. That’s true of golf clubs too.

5. In golf there’s par, but most of us are pretty happy getting a bogey. With computers there’s the project plan, but we often feel pretty good if we only need one extension to finish the project. (By the way, for those of you on Year 2000 projects – you won’t get an extension. Sorry.)

6. In IS we often work in politically charged environments. Keeping your head down can be important. In golf you want to keep your head down, too.

7. Many greenskeepers resent those pesky golfers who mess up their beautiful golf courses. Many network managers resent those pesky end-users who clog up their pretty networks with unwanted packets.

8. On a related note, too many users on the network slows down response time. Too many golfers on the course slows down play.

9. Golfers remember the sport as being fun, but when we’re playing, at least in Minnesota, we spend half our time swatting bugs. Likewise in IS, getting rid of bugs gets in the way of the fun.

10. Most people outside of IS don’t understand why we find our profession so fascinating, and have no idea why it’s so hard. Non-golfers have no clue why golfers hit a small white ball around a field with sticks, let alone why the ball usually curves out of the fairway.

11. In golf you can hit a great-looking shot that lands nowhere near the hole. You can also hit a nasty-looking shot off the heel of your club that scoots across the grass, bounces off a squirrel, and finishes two feet from the cup. With computers, you can write elegant code that somehow fails to satisfy the users or succeed in the marketplace … and on the other side of the equation, there’s Windows.

12. Most people can become competent programmers. With time, training and hard work we can create solid programs that work well. In the next cube, though, there’s someone who speaks C++ as if it were his native language, writing code as beautiful as poetry that always works perfectly on the first compile. In golf, most of us can get the ball in the air and “out there” after a bunch of lessons and several years of practice, but we all know someone who shot par when he was twelve years old.

And, both pursuits have the same favorite phrase: “Oh %$#^!”

The best note-taker of all time worked in a department I managed several years ago. I was reading his notes from a staff meeting when, on page two, in the middle of a sentence on some procedure change or other we’d agreed to, I read the following: “(If you’ve read this far, you’ll find a dollar bill under your telephone.)” after which his notes returned to the subject at hand.

Sure enough, I found the dollar. When I returned it, laughing, I asked how much the experiment cost him. Of the ten dollars he invested, he lost two bucks, of which I returned one. It’s a good thing to try. I recommend it.

Same guy, different meeting. The notes: a picture of a horse, on its back. Ten people with whips stand around in different poses. Some flog the horse, some flog other team members, one or two stand back as noncombatants.

Accurate notes.

I’ve participated in dead-horse-floggings before, so why should I stop now? Between the Forum on InfoWorld Electric and e-mail, the reaction to my “End-User Computing Manifesto” was hot enough to melt lead, so it’s time to flog further.

Several end-users, mostly Macintosh users, I’m afraid, became incensed at the “No Prima Donnas” entry. A prima donna, in this context, is someone who insists on using a tool that competes with the standard. If I insist on using WordPerfect when my company has standardized on MS Word, I’d be a prima donna.

Some suggestions were topologically and anatomically impossible. Most, though, seemed concerned over how IS comes up with its list of standards, assuming they’d exclude end-users. For the record: I can’t imagine circumstances that would justify selecting end-user software without end-user involvement. I also can’t imagine a selection process without a support analyst and someone from the networking group (to assess compatibility with and impact on the company network).

A few perceptive readers pointed out that “support” is pretty broad, and that several levels of support should be defined. Here’s a scheme I’ve used that’s worked well.

Level 5: Fully supported software. IS installs it, tests it for compatibility with all supported desktop environments, upgrades it when new releases become available, and provides both classroom training and one-on-one assistance. The IS software budget pays for it, too.

Level 4: Acceptable alternative software. Software that fully supports the native file formats of Level 5 software generally falls into this category. IS buys this software, installs it on the central file servers, and upgrades it when new releases become available. It doesn’t, however, provide classroom training or one-on-one support beyond the point this software diverges in use from the Level 5 standard.

Level 3: Departmental software. Any department may choose to buy and support whatever software seems important to its organizational success. IS will participate in the selection process to make sure this software is compatible with, and not destructive of, the overall network environment, and will provide a network directory for it if needed. The department takes responsibility for installation and management of the software though – IS has no operational involvement.

Level 2: Software acceptable for individual use. End-users can buy and install whatever they want on their local hard drives. They must be able to produce the original installation diskettes at any time (to demonstrate the legality of the software) and must be fully self-supporting in its use. If Level 2 software somehow makes a computer unstable, IS may choose to help, or it may offer to restore the desktop to a standard configuration to get it working.

Level 1: Software that’s not acceptable in the organization. Different companies have different qualifications here – some allow no shareware; few allow games.

Limiting end-users to company standards makes IS a gatekeeper, not an enabler. IS can’t, though, support everything anyone decides to buy. Multiple support levels let both groups succeed.