This week: Flooding in Great Britain, a look at the CVFPP uncertainty in risk estimates, value pricing for professionals, CAD in the cloud, and the flight from conversation.
In Tewkesbury, emergency flood protection work is under way in an attempt to prevent a repeat of the 2007 disaster when the town was marooned by floodwater from the Severn and Avon.
It is important to accurately communicate the threat and potential consequences of a large flood to decision makers (CVFPB, land use planners, local governments) and to the public at large so they can make informed decisions about how best to prepare, prevent, and reduce risk. While uncertainties will always exist (which is the reason the field of risk management developed), efforts could be made to reduce uncertainty and consequently reduce risk by having more accurate information displayed using more comprehensive analyses with which to make decisions. Additionally, if DWR intends to use these analyses/methods to choose between alternatives in the future, limitations of the methods, and not accounting for uncertainties could bias certain risk reduction measures over others.
The truth, however, is that time does not equal money. The efforts of a gifted, experienced surgeon are not equal to the efforts of a surgical resident. The same can be said for land surveyors. The time of one professional is not equal to the time of a different professional.
The problem that CAD developers run into is that, even though their existing desktop CAD systems are built from a large number of software components, those components were never designed to work in a loosely-coupled environment, and they were not, except in rare cases, designed to support concurrency. It’s simply not practical to take an existing CAD program, break it down to its components, then use those to build a cloud CAD system.
The only practical way to build a scalable cloud-based CAD system is to start from scratch, with a new architecture. While some components from existing CAD systems may be reusable as is, most are not.
A businessman laments that he no longer has colleagues at work. He doesn’t stop by to talk; he doesn’t call. He says that he doesn’t want to interrupt them. He says they’re “too busy on their e-mail.” But then he pauses and corrects himself. “I’m not telling the truth. I’m the one who doesn’t want to be interrupted. I think I should. But I’d rather just do things on my BlackBerry.”