The Next Big Thing
Posts about next generation technologies and their effect on business.

Metrics usage in an agile approach

change.pngA couple of months ago, I did a post on: The supply and demand issues of governance, including issues that cause organizations to be blindsided by events.

 

Lately, I’ve been thinking about this a bit more but from the metrics side -- defining and collecting the leading and lagging indicators of change associated with governance. There is quite a bit of material on this concept, but this link to a definition on leading indicators is focused on economic leading indicators. The concepts for business processes are similar.

 

Leading indicators show progress, lagging indicators confirm completion (examples on this perspective made me dig up a post I did in 2009 about measuring cloud adoption). Most organization’s processes only have lagging indicators. These are metrics that identify we’ve hit milestones… This can allow efforts to get fairly far down a path before they can do course corrections. More predictive approaches are possible and needed to adapt to this changing approach to business.

 

When I look at applying gamification, I usually come up with numerous leading indicators since gamification is about influencing the work in progress. When approaching change, look for items that show improvement or change and not just validation of achievement.

Preventing the IoT from being the Oort cloud of the enterprise

riding comet.pngLast month, IEEE Spectrum had an article on how Most Technologists Upbeat About Future Internet of Things and I am optimistic as well --do you really think being down about it will prevent it from happening? I mentioned that ubiquitous power is a prerequisite for the IoT to really take off, at least for some applications.

 

On the same day I gave an IoT intro presentation I was in an exchange with CIOs about rogue clouds, in the process I made a joke pointing out that rogue clouds are the Oort cloud of IT - an area we don’t pay any attention to until something is about to impact our business.

 

There are a number of challenges for technologist to overcome. For every positive aspect, there is a negative trap to fall into and be prevented or at least understood.

 

Challenge

Positive

Negative

Privacy/Security

A view into what is actually going on

Passive oversharing

Identity

Knowing what is what

Device ‘identity’ mistaken for true identity- people become a network address

Efficiency

Speed

Unemployment

Decisions

Automation takes latency out

Loss of freedom and understanding, if automation becomes just another legacy system

Culture

Gamification

Big Brother and data bias

 

What are some of the other issues that have both positive and negative dimensions??

Other views about starting small but thinking big

Last week, I did a post titled: Start Small but think big, when transforming. Fairly quickly I got a note from Erik van Busschbach from HP SW that said he’d made some similar statements related to cloud adoption. In fact he even had a video about his perspective. 

 

 Think big, start small.jpg

 

Next week at HP Discover, I hope to track Erik down (who is the Chief Technologist, World Wide Strategy & Solutions for HP Software) and talk about the nuances of our perspectives. He also wrote a post on an HP SW blog about: Why the IT Value Chain is your blueprint for strategically regaining control of IT that also contains the start small but think big concept.

 

Even if we’re coming at the problem from different perspectives, the fact that much of what we’re talking about ends up at the same result is reaffirming. 

Start small but think big, when transforming

StartSmallThinkBig.jpgYesterday, I posted about how we’re half-way through the current stage of IT and mentioned how IT needs to change. Today, I saw an interesting post from McKinsey & Company that has some similar views: Reinventing IT to support digitization.

 

They have identified seven elements critical to IT performance improvement:

1)      Clear, central business leadership on digital

2)      Elite IT talent

3)      Sourcing arrangements to scale the workforce rapidly

4)      Agile development and rapid releases

5)      Rapid innovation architecture supported by stable services

6)      Scalable cloud-based infrastructure

7)      High-quality integrated data

 

I agree with all those points, although I’d have dropped off the ‘on digital’ from the first point. I think all too often we continue to unnecessarily isolate the information technology goals and efforts from the business.

 

The article went on to describe a two-speed approach to transformation. This is one area that is as much about risk control as providing new capabilities. Start small but think big – is probably the rule. We can’t change everything at once and when making this kind of change, you need to develop experience.

This was driven home to me the other day when I was talking with my son (who teaches on-line). He was looking for a way to contact his students in a flexible, yet automated fashion. I said “Oh, no problem. I’ll just write an app for your phone.” I’ve written apps for a number of different mobile platforms over the years, so I thought it would be easy. I laid out a storyboard of the various screens. I bounced requirements off him. I knew exactly what I wanted to do, to make it look professional.

 

I dug into coding the first prototype. It seemed everywhere I turned, the Android environment didn’t want to support me in my efforts. It just didn’t have the fundamentals in the OS that I needed (or maybe the way I wanted them). So, I started to break the application down into various components that I could understand, validate and execute. Eventually, I will stitch them all together into a final application, but my first goal now is to get something dumb and functional that he can play with – without all the bells and whistles that were in the early design. A page out of any Agile Development handbook.

 

The same approach is needed as an organization starts to tackle its larger business support role and reinvention of its application portfolio.

Half-way through the current wave of technology

I was preparing for HP Discover and it got me thinking about a presentation we pulled together almost 10 years ago (see illustration below - notice it didn't predict the downturn starting in 2008). The presentation did discussed the numerous technological ages in the history of corporate IT, starting with the mainframe, moving to client server, the internet and introduced the concept of a Next Big Thing wave related to computing everywhere. We are now halfway into the latest stage– and it is the second half of a stage where the real value comes to light and the wide-spread deployment takes place.

 

waves of computing.jpg

 

What’s interesting is that this is also the point where the organizations that are not dabbling in the leading edge pop their heads up, look around and wonder how they got there.

 

Everyone is realizing that IT needs to change. Many organizations have a portfolio of solutions that have built up, layer-by-layer from their previous successes, to the point where they're calcified and unable to take on much new. This is usually described as having 80% of the budget locked into keeping the lights on, rather than focused on generating new value for the organization – even though the business may have changed.

 

By now, most organizations have experimented with cloud, big data and automation. We’ve seen the value of automation on IT processes, since that is what enables the kind of productivity improvement we’re experiencing in the cloud computing space. Now it’s time to use those same pattern recognition and analytic techniques on the rest of the business. This is where the abundance of IT capabilities can shine.

 

Unfortunately, it is too easy to think about all this change being relatively new, when it has actually built up over time. We can’t take advantage of it effectively, unless we look at the possibilities in new ways. For example, shifting to view that ‘time to value’ and flexibility as the new measures of performance for IT projects, instead of non-business, commodity measures like system uptime or utilization. That change in perspective is what I'm hoping to discuss in my presentation.

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About the Author(s)
  • Steve Simske is an HP Fellow and Director in the Printing and Content Delivery Lab in Hewlett-Packard Labs, and is the Director and Chief Technologist for the HP Labs Security Printing and Imaging program.
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