Day Notes

Bonjour.

Ci-dessous la suite d’événements qui m’ont permis de rouler légalement.

D’abord l’historique des faits. Mon véhicule était importé en Allemagne, par son premier propriétaire. Donc, j’étais en possession de son ancienne « carte grise » allemande (Fahrzeugbrief, Fahrzeugschein). Elle est d’origine US, moteur de 2.2 litres.

Alors commence le processus d’immatriculation en France

13/01/2006 Visite en Préfecture, demande des plaques WW, constitution de dossier de demande d’immatriculation,
( Quitus fiscal + Contrôle technique + Contrat de vente + Fahrzeugschein + Fahrzeugschein)

l’envoie de la première demande à DRIRE pour chercher le type de véhicule dans ces fichiers. (Fahrzeugbrief + Fahrzeugschein+cheque ~ 60 EUR)

En parallèle : demande d’un certificat de conformité chez Toyota France ( 20, bd de la Republique , 92423 Vaucresson) + Fahrzeugbrief

19/01/2006 : le retour de courrier de chez Toyota, avec un questionnaire a remplir par moi-même. L’intitulé : Questionnaire Numéro 1. Véhicule Immatricule dans un pays du continent Européen.
Questionnaire remplie, renvoyé de suite à Vaucresson + cheque de 115 EUR

Vers le début de février 2006 - 1 ère réponse de la DRIRE avec une demande de certificat de conformité européen, avec le numéro de téléphone de service client chez Toyota France à Vaucresson: (0147108100 )

Mi-février : Relance de service client Toyota.

28 février : Réception du deuxième questionnaire de chez Toyota. Intitulé «Véhicule Immatriculé dans un Pays hors de l’Union Européenne » à remplir par un concessionnaire Toyota, demande d’un cheque de 120 EUR + les photos de la voiture.
Questionnaire remplie chez Aréna Automobiles - Mika Boulogne Garage Toyota ( 46 av Edouard Vaillant , Boulogne Billancourt, tel. 0146100636), posté en recommandé.
Les gens de Mika étaient très persévérants, et ils ont insistés chez Toyota pour obtenir le nom de la responsable. C’est Anne Marie Pesco au 0147108441.

Passé un certain temps j’ai constaté que l’affaire ne s’avance pas. J’ai décidé prendre le taureau par le cornes, je me suis présenté avec les photos de la voiture et toutes les documents dans mas possession. J’ai demandé un Re avec Me Pesco.

24/03/2006. Ça a marché, j’ai reçu par la suite un certificat de conformité partielle, pour la MR 63W20C ainsi que pour la Camry 53SV10/53SV10A qui est munis du même moteur que la MR 2 2.2 litres.

J’ai envoyé les certificats à la DRIRE, il m’on proposé premier rendez-vous à Nanterre le 19 avril

A cette date j’étais reçu par M. Philippe Borel, technicien de MINEFI.

Il m’a établi un dossier des anomalies diverses et variées. Pour les corriger, il m’a conseillé un professionnel, M. Van Hove ( 59, quai Aristide Briand 78510 Triel, tel 0612692727).

J’ai laissé mon véhicule dans le garage de M. Van Hove, et la deuxième inspection a eu lieu chez lui. Le coût total des prestations 950 Eur.

Passé un délai de 1 mois j’ai reçu un coup de fil de M. Borel, qui m’a indiqué que le document de réception à titre isolé, ainsi que le document des dérogations accordées sont prêts.

Une fois les documents dans la poche je suis allé à la préfecture, pour payer et retiré la carte grise, le 22 Mai 2006.

Je l’ai assuré pour ~700 EUR Au tiers, le samedi dernier.
C’est chez MAAF

Fin

Edouard

P.S. J’ai 2 petites questions :

J’aurais besoin de changer les disques et des plaquettes de freins. Est c’est possible de le faire chez Norauto ou Speedy ? J’ai l’impression que mes disques sont un peu voilés , j’ai des a-coups dans la pedale des freins, et c’est pas ABS car j’en ai pas.

Deuxieme question, je voudrais changer les pneus arrieres. Actuellement c’est Yokohama A530 235/40 R17. Est ce que c’est possible de mettre la taille 235/45 R17 ? En effet je voudrais mettre du Yokohama aussi. Le moins cher que je trouve c’est AVS SPORT sur 123pneu.com.

La taille 235/40 R17
http://ssl.delti.com/cgi-bin/reifenbestellen.pl?typ=D35405&dsco=25
177,60 EUR

est bcp plus cher que 235/45 R17
http://ssl.delti.com/cgi-bin/reifenbestellen.pl?typ=D35405&dsco=25
133,30 EUR

http://www.mr2.fr/forum/viewtopic.php?p=73809#73809

Joel wrote the “Lazy Programmer, Didn’t Handle Exception” post saying that all the major telecommunication companies has outsourced development and complex architecture of their IT…

He says : “Over the years I’ve used Sprint, the old AT&T, Cingular, and BellAtlantic, and they’re all pretty much equally messed up. All of them suffer from hard working shlubs who are stuck in a situation created by incompetent managers, who have built esoteric mountains of complicated and brittle systems with a million moving parts, 3/4’s of them outsourced, where it’s simply impossible to get anything done.”

Ok, this is quite true for every telecommunication business. It’s complex, there are many moving parts and people often fails to understand this complexity. Telecoms customers suffer from this situation and find the service unsatisfactory.

However, I think that there are some explanations for this mess. Telecoms are the examples of enterprise that has been going through the most rapid changes of the nature of the business. Cingular or Sprint are slightly bigger companies as compared to FogCreek. So inertia is more significant. Imagine, what is safer to drive is it a tank or Honda Civic ?
The obvious answer : Civic is safer. If you hit a wall or a big tree driving at 30 mph you will probably get worse injuries being inside the tank.

So bigger business IT system is better to be flexible in order to keep everything spinning, while being not as robust and solid as Copilot.com

If you look at the SAP site you will find that they don’t have samples of the telecoms providers using SAP ERP for everything. There is some important functionality as Billing or CRM done through the SAP and everything else is custom solution or interface or integration of another back end via Net Weaver or in some older 1970x style way.. You will see that the best monolithic ERP provider is unable to fulfill Joel’s wish : to build one solution that covers everything in the telecoms.

So I think that Joel thesis seems to be quite light and superficial. He didn’t say something new, nor gave any suggestion how to solve the problem.

http://discuss.joelonsoftware.com/default.asp?joel.3.346232.0

(c)Br’er Rabbit

Rise of the concept of service oriented architectures became the obvious step on the way to the the solution of the most important and complex problem of the IT Industry - the problem of the application integration.

Virtually every enterprise runs nowadays on top of the distributed IT infrastructure, which is federating many heterogeneous platforms, applications, and legacy systems. The most of the modern enterprise have needs of the support of the links with the partners in terms of the corporate IT. Another important goal is the efficient reaction on the processes of integration, who that can be considered as the main priority for the IT Managers.

Those goals and circumstances are the base of the EAI approach of SOA realization. Personally I believe in this approach as most understandable and immediately profitable.

http://www.osp.ru/os/2004/06/019.htm

What is the goal of the project?

When one doesn’t have the answer on this question, everything is going to turn out as waste of time with the 90% chances of the failure of the project.

The understanding of the goal of the implementation begins from the analysis and classification of the problem.

For example:

1. We loose information.
2. The information don’t arrives to the right address
3. It don’t arrives at time
4. It arrives to someone who don’t have to know this particular information
5. It is not complete or not exact
6. It costs a lot

Etc.

Then we need to find out are these problems critical for the business or not!

http://www.immican.chat.ru/police.htm

An interesting IEEE event is going to happen in Paris.
The 13th International requirements Engineering Conference, where I will probably participate. It begins from 29th August and ends on 2 September 2005.

You can read more about this happening here.

link

Quelque soit un projet à mener, très souvent c’est le facteur humain qui sera finalement la pierre angulaire de l’édifice. Il est vrais que l’accomplissement d’un projet de consulting sans avoir à régler les problèmes liées au facteur humain est une situation très rare, voir inexistante.

Lors de la conception de l’équipe du projet, on pourrait vous proposer de prendre un fils du directeur de bureau au lieu d’un consultant plus expérimenté. Les situations de ce type sont faciles à régler uniquement lorsque la société de consulting possède un système efficace d’ «expropriation » ainsi que du partage de l’expérience accumulée pendant la réalisation des projets.

Dans cette phase un directeur de projet possède toute l’information concernant des disponibilités des consultants. (Ce qui ont échoués lors de la dernière mission ne sont pas choisis, et les « stars » choisissent eux-mêmes ces projets). Le directeur parle avec les gens disponibles, en effectuant une vérification de la compatibilité personnelle avec chacun. Ainsi l’équipe de MOE n’a pas de problèmes de leadership et est très motivé pour d’atteindre le résultat. Son atout majeur – c’est l’aptitude à supporter le rythme et les cadences exigeantes.

As you probably know, the CVS source control has a very useful feature called keyword substitution. It can substitute keywords with values. ( $Id$ ) I really miss this ability in ClearCase. The most difficult situation happens when you are working on the snapshot view disconnected from the ClearCase server.

I would like to be able to know the last editor of the revision and how long in the past that has happened.

Could you advise something to get similar behaviour from ClearCase ?

Thank You

I would like to discuss the domain on which I am working more and more these days. I mean management that makes the use of business processes. In many fields of business it is considered as good, efficient and top notch and the best of breed to have the management tailored by business process. It’s true.

First of all, we have to say that it is impossible to automate the chaos. At the first stage we need to describe the business process. We have the instruments that allow us to do it. We need to make a little missing step. We need to make it.

I am going to write about the software that allows us to automate the business processes. I will discuss the particular products as well as broader scope generic technology questions.

To summarize:

• What does it means “the business process”.
• The sample of a workflow.
• The workflow technology in general, the main definitions.
• Contemporary business processes, the scope of application of a workflow, the main advantages of workflow.
• Architecture et classification of the systems workflow.
• The JBoss jBPM with the RUNA WFE as a leading open source implementation of the workflow. The short description of the architecture.
• The methodology of the best usages of the workflow management systems.

What is the business process?
Everything in the business that we are able to write down accurately and to formalize.

It’s really easy. Let consider a simple example:

A mechanic needs to receive a nut to be fitted to an engine. He writes the request, then the request is received by the foreman and this one approves it. Then the information is sent to the storage, the storekeeper prepares the nut to delivery and then the mechanic picks it up. The process of the approving and the decision making can be as complex as one wish. To the process can be attached the nut and engine’s drawings, the safety instruction and in general any document.

Those business processes exist. There is significant number of them. We try to manage these described things. When we have discovered them and have written them down, we should automate them, and continue to maintain them in relevant state.

For this purpose the workflow technology have emerged. Its main goal is to automate the business processes. Here we can observe the situation with the 80/20 ratio. In fact only the 20% of time is spent to get the job done and other 80% are wasted for transmission.

The Workflow Management System (WMS) is targeting the transmission of the information. One of the most important tasks of the WMS is using the process description to push the information through the pipe in the controlled way. The worker on its workplace doesn’t think about where is the origin of the task, and to which direction he/she should transmit it.

Transmission in fact is the very error prone stage. For example if the address was wrong, then the task sent to this address lied some time there, until it has been returned. And if the sender is unavailable (for example he has been sent to the business trip) and then when he is going to understand that he made this destination address mistake we will get our 80% of transmission time wasted. WMS is called to compensate these problems.

We should notice here that the workflow automate the business process, not a business function. The principal difference: the function means the working with the information. The worker goes to the database retrieve some information, process it and put it back. The next worker in the pipe can retrieve the result from the same database. In the Workflow Management System the most important for us is the sequence of the processing of the task. We describe the process we introduce the executors, we associate the executors with the process. It is now crystal clear what the executors are getting and where this information will be sent. So this main difference targets the enhancing of the quality and the throughput of the main production function of the business process.

The second important property of the WMS technology is the application integration. There are a lot of problems with it but you shall be able to see what I am talking about. Every organisation has a lot of different application. This situation is sometimes called “the patchwork automation”. If we would try to implement an ERP system and throw out all existent application we will be face some problems.

The first problem is that ERP systems are the process management systems. The people starts to work in defined sequence, everything is getting transparent. Everybody knows what they are supposed to do. If someone don’t do the assignments it gets clear.
The second problems of implementing ERP are that we have to dispose all usual business applications. The change is not easy for everyone. This way we risk loosing from 10 to 40% of ancient employees. And it’s important that they are effective today. They know the organisation and the processes that take place in it. Sadly they are unable to change their work. So the workflow as kind of intermediary palliative is very good. That’s it, we start working in the new way, in process, and on the other hand we continue to use the old applications.

Several organisations say – we have so much application that we are not ready to get rid of them. We will need to spend big money. And we will get the system of which we need only 10%. It’s not really interesting. The WMS in this perspective are much cheaper than ERP, so this approach is finally worthily.

The scope of usage of the workflow management system.

Let consider a company. It has some production cycle. This is some kind of traditional cycle. It can be analysis of the situation, decision making, execution and control. What we need to get?

• It’s clear that the analysis of the situation must be quick.
• The decision we have to take must be well thought and weighted.
• The decision has to be targeted in order to achieve the clear understandable goal.
• We need the efficient control of the run of the process. Every time we needs to know were the process is, what is going on in this moment, which is the responsible. We need the audit. We need to know who does what.
• All this should be logged. We must be able to get the report in every moment.

The WMS address well the last two needs from the list.

Some words about the technology. The WMS is based on the process approach. There is evident link. We can use every major software tool of process description (such as ARIS or CaseWise Modeller) and configure jBPM in order to use the processes defined by those tools.

Next : What are the advantages of the WMS ?