taken over…Somehow, two organizations have meshed, that being GE and Honeywell. What's next on the horizon, do you think?
Paul: Well, we haven't meshed yet. I mean, we're still at a point where we're going through some kind of sharing and understanding each other's companies at this point. I've worked at GE in the past, and actually that was my exposure to function points, so I know there is usage of software measurement at General Electric. Outside of that, quite honestly, I will pursue and continue down the path of software measurement, because I just believe that that's what it is. It helps me understand and helps me answer the questions that are tough to the business.
Carol: Right. And we'll be back with a wrap-up with Paul Hopkins after a few short messages.
I'm Carol Dekkers, and I've been talking this week to Paul Hopkins, who's the director of information technology for Honeywell's engines strategic business unit. And I'd like to thank you, Paul, for spending the last hour with me on a wonderful Tuesday evening, where there's a lot of groundbreaking things going on. Our caller alluded to the fact that it's actually the election night, so I think a lot of people are going to be moving from the show, going directly into watching TV. So I'd like to say thank you, Paul, for spending the last hour.
Paul: Thank you. It was a pleasure. Thank you for being…letting me be a guest here.
Carol: And we've learned a lot of things in the last hour. We've learned that measurement's important, that measurement can deliver value, that we can talk better to our customers between the software division and the customer-focused side of things about building better software. And if you go onto the Web site that we had listed, you'll find articles and introductory information for anyone who's interested. And you can also send to me or Paul an email. Next week's show, we're going to have a reschedule of Roger Pressman of Roger Pressman Associates, who has written a phenomenal book, actually one of the best books I've ever read on software engineering management standards. He actually calls it A Manager's Guide to Software Engineering. And it's like an encyclopedia of things that you need to know about software engineering. And he's written a number of other books. So we'll be talking to Roger Pressman. Paul, in closing, do you have a few more words of wisdom that you'd like to leave our listeners with?
Paul: Sure. Yeah. It's one of those things with measurement. It's a tough concept to get IT folks to think about, but really, think of it as a realist. You know, why would you be doing it? Why are you doing it? I always let people to know get beyond the ROI management piece of that, because that is just one aspect and quite often doesn't really serve the business well all the time. And don't be intimidated by measures. And act very entrepreneurial in your approach to the measures. Why do you need it? Act as if it's your own money, and understand why you want to prioritize projects based on that.
Carol: It's almost like doing the goal question metric. I'll leave with kind of a send-off. One of the things that I've always looked at, and that a lot of our clients phone in, is what should we measure? Should we start capturing function points? And I liken it to going shopping. If I'm having everybody over for dinner, and I go shopping first, and I walk