- Nature of knowledge, which is fluid and sometimes causing some degree of difficulty to exactly identify its scope
- Composition of knowledge, which are comprised of experiences, values, information, and insights
- Purpose of knowledge, which are creating new knowledge and sharing/transferring existing knowledge
Wednesday, 10 February 2010
What is Knowledge?
Tuesday, 9 February 2010
Creativity & Team-building Workshop for Secondary School Children
Being working professionals, we always found it difficult to commit to teaching either on weekdays or on weekends for an extended period of time. Hence we decided to conduct a day-long workshop where we could teach something useful, which is not covered in the curriculum.
On the workshop day, we started at around 10 am. We had 26 children from fourth to ninth standards as participants. We started with "Name Game" for which we wrote 20 adjectives on blackboard. We made all children sit in a circle and asked each one to tell his/her name by adding the most relevant adjective to it. Since initial few picked up the easy ones such as good, tall and perfect, we asked others to pick up other adjectives such as courageous, enthusiastic and cooperative. We found that the children had difficult time to pronounce the long words but they were equally enthusiastic to give a try. Interestingly, we ended the session with the same activity to check the effectiveness and we received descent feedback.
The second activity involved formation of 5 teams out of 26 children. Each team was given a packet consisting of 10 stationary objects (e.g. eraser, sharpener, etc). This activity, called as "Name the things", required each team to write names of all 10 objects on one A4 sheet. Two teams won the competition by scoring seven out of ten. We took this opportunity to write down all ten names on backboard and asked each team to learn all these ten names by heart. It was interesting to watch children helping others in their teams learn these words as we tried to emphasis the importance of teamwork to them.
The third activity was quite simple. We gave one jigsaw puzzle to teams and asked them to identify the picture once completed. The children found this activity quite easy though there was intense competition among teams to complete the jigsaw at the earliest! The next activity was equally easy. We had prepared 25 chits containing 4 letter-words (no pun intended!) with last two letters swapped. The teams needed to write the correct words on given A4 sheet. This activity had a simple objective of adding/reinforcing 25 words to the vocabulary of the participating children.
Now came the time for lunch! We had arranged for vegetarian biryani and raita for all children. As we served food to them, they patiently waited and then jumped on the food altogether once we finished the initial serving. After lunch we gave them 15-minutes break so that we could quickly clean the classroom and get ready for next activity.
The post-lunch activity was for boosting the creativity of children. Trophy building, as it was called, required teams to make a trophy out of 10 sheets of A4-sized paper. We first gave them one sheet to draw the trophy that they intend to make as a team. Though initially the children were seen clueless, quickly during team discussion they came up with enough ideas. Out of five teams, only one team couldn't make the trophy that could stand by itself for at least 30 seconds. Nevertheless all the trophies demonstrated high creatively among participating children.
The final activity was a Team Drawing Competition. We gave a drawing sheet to each team with one pencil and one eraser. We mentioned 26th January as the theme. We also told them that each team member had to contribute during the drawing exercise. With only one pencil and eraser, the team found it quite difficult to coordinate their actions and we had to cool off quite a few heated arguments. Nevertheless, each team completed the drawing and then got crayons to paint the same. At the end of this activity, we had five colorful drawings, out of which we picked up one, which was not only good-looking but also was result of excellent teamwork. We took this opportunity to advise children on how team work is important and how it can help bring out excellent outcome such as winner drawing.
It was 4 pm by then and we had to conclude the workshop. Most of the children were quite engaged and wanted next activity to start. Since time was constraint, we repeated the first activity, which also helped us assess its effectiveness and served as good wrap up. The children
bid farewell to us with a question on when we will meet again. Given our constraints, we chose not to promise anything though we promised to repeat this workshop for other children supported by Asha Mumbai.
My notes from "The IT Consultant" book
“The IT Consultant” book is an excellent resource for any IT professional aiming to become IT consultant. Written by Rick Freedman, this book provides a commonsense framework for managing the client relationship. It provides a wealth of ideas, tips and information that any budding IT consultant would find useful. I have prepared my notes using mind map technique and shared here as an image in this blog.
Wednesday, 3 February 2010
SAP Software Licensing Model
- SAP offers perpetual software licenses for which up-front payment is needed at the time of purchase. Additionally, SAP offers maintenance and support services for a recurring fee. Typically the annual fee for maintenance is calculated as a percentage of the software contract value (maintenance base). The annual fee is due from the first month after delivery and must be paid in advance.
- SAP licenses its software through a combination of package licenses and named user licenses. Package licenses entitle a licensee to deploy and use the specified software functionality provided that the appropriate users accessing the functionality are licensed as well. Named user licenses are generally not tied to a specific package license but are valid across all package licenses.
- Package licenses are priced based on key business metrics such as orders processed, contracts, gross written premium, number of patients treated, and so on. In some cases, package licenses are priced by technology metrics, like the number of CPUs in a server environment. In the case of CPUs as a license metric, the first core of a processor is counted as a full CPU while every additional core is counted only half. The licensed software product can only be used up to the licensed amount of the respective business metric.
- SAP offers two user types: "SAP application users" and "SAP platform users." The latter are users that access SAP software exclusively through non-SAP applications that have certified integration with SAP applications. For each user type, SAP offers a number of user categories that are suited for different user roles. The default user category is the professional user. All other user categories, such as employee or limited professional, are suitable for specific usage scenarios only.
- SAP uses different licensing principles when SAP software is accessed by a technical interface or a non-SAP application. License requirements are based on the utilization of the software functionality independent of the technical interface that is used to access functions and data.
- Any package license includes unlimited rights for nonproductive use of the licensed software, such as development, testing, training, or creating backups. However, all users accessing the software for such purposes (for example, developers, system administrators, and trainees) need to be licensed as named users.
- SAP software may be delivered with detailed customizing settings and master data that have been preconfigured to meet the requirements of a specific industry sector or country (SAP Best Practices packages). The right to use SAP Best Practices is included in the respective package license. Maintenance does not include delivery of new versions of SAP Best Practices.
Agility Paradox
Saturday, 30 January 2010
Gartner Perspective on IT Spending in 2010
Gartner has published its take on IT spending in 2010. It is available as free downloadable booklet. Following are the key figures (in billions of USD), worth taking note of.
| 2007 | 2008 | 2009 | 2010 |
Worldwide End-User Spending on IT | 3,181 | 3,372 | 3,198 | 3,304 |
Worldwide End-User Spending on Computing Hardware | 370 | 380 | 317 | 317 |
Worldwide Enterprise Spending on Software | 209 | 225 | 221 | 231 |
Worldwide End-User Spending on Telecommunications | 1,854 | 1,958 | 1,879 | 1,940 |
Worldwide End-User Spending on IT Services | 747 | 809 | 781 | 816 |
This booklet provides following 10 top business priorities:
- Business process improvement
- Reducing enterprise costs
- Improving enterprise workforce effectiveness
- Attracting and retaining new customers
- Increasing the use of information/analytics
- Creating new products or services (innovation)
- Targeting customers and markets more effectively
- Managing change initiatives
- Expanding current customer relationships
- Expanding into new markets and geographies
It also provides top 10 technology priorities:
- Business intelligence
- Enterprise applications (ERP, CRM and others)
- Servers and storage technologies (virtualization)
- Legacy application modernization
- Collaboration technologies
- Networking, voice and data communications
- Technical infrastructure
- Security technologies
- Service-oriented applications and architecture
- Document management
Gartner List of Top 10 Strategic Technologies for 2010
In October 2009, during Gartner Symposium/ITxpo, Gartner declared its list of top 10 strategic technologies for 2010. Here is the list for quick reference:
- Cloud Computing
- Advanced Analytics
- Client Computing
- IT for Green
- Reshaping the Data Center
- Social Computing
- Security – Activity Monitoring
- Flash Memory
- Virtualization for Availability
- Mobile Applications
Tuesday, 26 January 2010
Describing myself
Today on 60th Republic Day of India, I got into thinking to come out with description of myself. How do I describe myself? Typically we use resumes and profiles to describe ourselves in public life. So updating my resume was my first step. But then I wondered whether I can use any different structure or format.
I am currently involved in developing Triple-3 Framework for IT Strategy Consulting. Why triple-3? Because for IT Strategy Consulting, we intend to do following three activities: understand three factors, examine three areas and recommend using three artifacts. Now I must admit that this triple-3 notion is simply used to increase recall value of the framework. BTW, the framework is under development and I hope to write about it soon.
So I decided to use this notion of Triple-3 to describe myself. After a lot of thinking (I am not that smart!), I came up with my description using following Triple-3 format:
- Three Aspirations:
- Contribute at least one knowledge artifact (e.g. management framework) in public domain.
- Make enough money to become financially secure.
- Help improve quality of life for quite a few underprivileged individuals
- Three Assets:
- More than a decade-long hands-on experience with diverse software tools and technologies.
- Management Education from premier institutes (MBA from IIT Bombay and Executive Education at IIM-A & IIM-B).
- Good amount of professional networking
- Three Action Areas:
- Continue to acquire, share and create knowledge in information technology management.
- Improve business acumen through work experience.
- Systematically increase professional networking.
Preparing this description of oneself is not necessarily an easy task. Do you want to try yourself? What are your three aspirations, three assets and three action areas? Just think over!
Friday, 22 January 2010
Board Briefing on IT Governance
Today I read an excellent document published by "The IT Governance Institute" on the topic of IT Governance. The document is titled as "Board Briefing on IT Governance". Written for Board members as target audience, this 63-page document provides an excellent introductory view of the IT Governance area. Following are my takeaways from reading this publication, in the form of Q&A:
- What is IT Governance?
- IT governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure that the organization's IT sustains and extends the organization's strategies and objectives.
- IT governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure that the organization's IT sustains and extends the organization's strategies and objectives.
- Why is IT Governance important?
- With IT now so intrinsic and pervasive within enterprises, governance needs to pay special attention to IT, reviewing how strongly the enterprise relies on IT and how critical IT is for the execution of the business strategy, since:
- IT is critical in supporting and enabling enterprise goals.
- IT is strategic to the business (growth and innovation).
- Due diligence is increasingly required relative to the IT implications of mergers and acquisitions.
- IT is critical in supporting and enabling enterprise goals.
- Whom does it concern?
- IT governance, like most other governance activities, intensively engages both board and executive management in a cooperative manner. However, due to complexity and specialization, the board and executive must set direction and insist on control, while needing to rely on the lower layers in the enterprise to provide the information required in decision-making and evaluation activities.
- IT governance, like most other governance activities, intensively engages both board and executive management in a cooperative manner. However, due to complexity and specialization, the board and executive must set direction and insist on control, while needing to rely on the lower layers in the enterprise to provide the information required in decision-making and evaluation activities.
- What can they do about it?
- Both Board and Management should engage in following activities:
- Become informed of role and impact of IT on the enterprise
- Assign responsibilities
- Make transformation happen
- Manage risk
- Become informed of role and impact of IT on the enterprise
- Only Board should engage in following activities:
- Set direction and expected return
- Define constraints within which to operate
- Measure performance
- Obtain assurance
- Set direction and expected return
- Only Management should engage in following activities:
- Determine required capabilities and investments
- Sustain current operations
- Acquire and mobilize resources
- Determine required capabilities and investments
- What does IT Governance cover?
- Strategic Alignment - focusing on aligning with the business and collaborative solutions
- Value Delivery - concentrating on optimizing expenses and proving the value of IT
- Risk Management - addressing the safeguarding of IT assets, disaster recovery and continuity of operations
- Resource Management - optimizing knowledge and IT infrastructure
- Performance Measurement - tracking project delivery and monitoring IT services
- Strategic Alignment - focusing on aligning with the business and collaborative solutions
- How does your organization compare?
- The use of maturity model greatly simplifies this task and provides a pragmatic and structured approach for measuring how well developed an enterprise's processes are against a consistent and easy-to-understand scale. Following maturity scale could be useful:
- 0 Nonexistent – Management processes are not applied at all
- 1 Initial – Processes are ad hoc and disorganized
- 2 Repeatable – Process follow a regular pattern
- 3 Defined – Processes are documented and communicated
- 4 Managed – Processes are monitored and measured
- 5 Optimized – Best practices are followed and automated
- 0 Nonexistent – Management processes are not applied at all
- What reference material exists?
- COBIT (Control Objectives for Information and related Technology), issued by the IT Governance Institute
- COBIT (Control Objectives for Information and related Technology), issued by the IT Governance Institute
- What is the ultimate message?
- IT Governance should be integrated within Enterprise Governance.
- IT Governance Roles and Responsibilities need to be defined.
- IT Governance Implementation Plan is required.
- IT Governance should be integrated within Enterprise Governance.
Book Review: The Secrets of Consulting
Written by Gerald Weinberg, this book provides memorable rules, laws and principles for becoming a successful consultant. Since the language is quite witty, it's fun to read this book. There are more than 100 laws, a list of which is provided at the end of the book. But it's important to read these laws in the flow of the book though a list makes a good reference. Out of these laws, I found following laws quite useful. Please note that this is personal selection and to appreciate these laws, one will need to read the book (or the chapter which contains it).
- If you can't accept failure, you'll never succeed as a consultant
- In spite of what your client will tell you, there is always a problem.
- If they didn't hire you, don't solve their problem.
- We can do it – and this is how much it will cost.
- Things are the way they are because they got that way.
- It may look like a crisis, but it's only the end of an illusion.
- You'll never accomplish anything if you care who gets the credit.
- Pricing is not a zero-sum game.
- Set the price so you won't regret it either way.
- The best marketing tool is a satisfied client.
- The trick of earning trust is to avoid all tricks.
- Never be dishonest even if the client requests it.
- Spend at least one day a week getting exposure.
- Never promise more than 10% improvement. If you happen to achieve more than 10% improvement, make sure it is not noticed.
Friday, 8 January 2010
A Viewpoint on Open Source Software
I recently attended Interop 2009, in which one CIO provided his views on open source software. Being a strong advocate of open source software, I found these views quite interesting and useful.
Firstly, the speaker classified the open source software into two categories: popular open source software and not-so-popular open source software. The popular open source software included Apache web server, mySQL database, Linux etc. As per the speaker, there are no issues with the popular open source software; rather they should be used as they provide low-cost alternatives to proprietary software plus they provide simpler licensing as compared to that of proprietary software products. On the other hand, he noted two problems with not-so-popular open source software. Firstly there is inadequate number of people that can be hired to customize/configure and secondly, one can't be sure about the security since not many people would have evaluated the not-so-popular software.
I tend to agree with him. I see a laundry list of open source software alternatives for a given product category but always recommend the ones which have got the maximum community involvement. Now how one can measure the community involvement? I typically go by the sourceforge.net ratings and/or reviews in the blogs and press. Though this method is quite imprecise, I guess one can easily build a quick list of recommended (read: popular) open source software for each product category. Let me make an attempt in my next blog!
Wednesday, 21 October 2009
Book Review: How the Mighty Fall
I am big fan of Jim Collins; I became one after reading his book, "Good to Great". I have also read his another book, "Built to Last". So when I came to know that his recent book has come to market, I immediately grabbed its copy.
In his preface, Jim Collins has mentioned that he had considered this topic more for an article than for a book. Right now it has come out as a lengthy article published in book form. It is a small book with a little more than 200 pocket-sized pages to read. Nevertheless, the content presented in this book is quite powerful and thought-provoking. In line with Jim Collin's style, the content is backed by 4-years long research that involved comparative study of failed companies in contrast to the companies that attained and/or sustained exceptional results during the same era.
The book describes a model consisting of five stages of decline, through which great companies go before becoming irrelevant. The great companies enter first stage named as "Hubris Born of Success" largely due to their arrogant neglect of their primary business and because rhetoric of success (what) replaces understanding and insights (why). The second stage, called as "Undisciplined Pursuit of More" happens largely due to unsustainable quest for growth, declining proportion of right people in key seats and problematic succession of power. Companies enter third stage of "Denial of Risk and Peril" as they make big bets in the face of mounting evidence to the contrary and as they indulge in externalizing blames and obsessive reorganizations. Stage 4 of "Grasping for Salvation" can be recognized with markers such as series of silver bullets and initial upswing followed by disappointments. The final stage of "Capitulation to Irrelevance or Death" is reached when company either gives up the fight or run out of cash.
The book makes certain statements, which are backed by the research but are not so much intuitive. Let me list those statements as IMHO they are the real learning from the book:
- Whether you prevail or fail, endure or die, depends more on what you do yourself than on what the world does to you.
- Great companies can stumble, badly, and recover.
- Leaders who fail the process of succession set their enterprises on a path to decline.
- The signature of mediocrity is not unwillingness to change. The signature of mediocrity is chronic inconsistency.
- Most "overnight success" stories are about twenty years in the making.
- Great companies can fall even if engaged in energetic and ambitious activity, thereby undermining the hypothesis that all great companies fall because they come complacent.
- Right people for key seats show following six characteristics: they fit with company's core values; they don't need to be tightly managed; they understand that they do not have jobs but have responsibilities; they fulfill their commitments; they are passionate about the company and its work; they display "window and mirror" maturity (credit others for success, hold self responsible for failures).
The book also mentions the Packard's Law, which states that no company can consistently grow revenues faster than its ability to get enough of the right people to implement that growth and still become a great company.
In all, the book is an excellent reading for those who love studying management.
Thursday, 1 October 2009
Responsibilities of Enterprise Architect
It's very difficult to answer what are the responsibilities of Enterprise Architect? It's not because nobody has an answer to it. It's the other extreme. There are too many answers to this question. Let me too join the club of the preachers to describe the responsibilities and the performance measurement criteria for Enterprise Architect. I guess they would be useful for hiring enterprise architects!
IMHO, Enterprise Architect has following responsibilities:
- Analyze the interrelationships among business processes, information, application systems, and underlying infrastructure technology and maintain their documentation in EA repository.
- Develop technology strategy and standards in consultation with technology SMEs and business leaders.
- Monitor adherence to the technology strategy and standards using Architecture Review.
- Introduce new technology to enable new business capabilities in consultation with technology SMEs and business leaders.
And the performance measurement criteria could be one or more of the following with case-specific targets:
- Cost saving
- Reduction in IT project execution time
- Reduction in IT risk
- Increase in consistency of project delivery
- Enabling business innovations
I will keep on updating both these lists as and when I acquire new learning!
Thursday, 10 September 2009
Will the hype for cloud computing continue forever?
Simply put, cloud computing is the computing paradigm in which computing resources such as software, infrastructure (processing power, storage etc) and the deployment platform (e.g. Microsoft .NET platform) are provided as services over internet. That means the service consumer organizations do not own any of these resources. They consume these resources and pay as per their usage. These two attributes differentiate the cloud computing from the traditional computing. In traditional computing, the organizations own the computing resources and incur expenditure regardless of the usage.
Putting in economic terms, cloud computing helps organizations incur only operational expenditure instead of capital expenditure. That’s the great news for the consumer organizations as in current economic climate it would be difficult to get the capital expenditure sanctioned. Also since the payment is tied to the usage, the consumer organizations can both upscale or downscale their usage without worrying about sunk cost, as there is none.
Having said so, it’s not so great situation for service providers. Firstly, they cannot lock in their customers and can’t expect any annuity business in terms of annual maintenance payments. Secondly, they need to provision for scalable service delivery, which is an expensive proposition in spite of use of technologies such as virtualization. Lastly, the payback period for their capital expenditure is long as they are not paid in lump-sum but in small installments over a period of time.
Having said so, one would wonder why there are so many companies providing cloud computing services. The answer is simple! In today’s economic climate, not many organizations are willing to spend money as capital expenditure and perhaps the only way to survive is to get paid in proportion of the services delivered. In other words, this is buyers market so the sellers will need to bend backwards to make money.
Does it mean the cloud computing phenomenon will disappear once the economy accelerates? Not really! The hype will surely come down but there will be some companies that have betted heavily and will continue to embrace this paradigm. The opportunistic companies, who have now jumped on the bandwagon, will scale down (or close!) their cloud computing services and increase their emphasis on the traditional computing delivery model. In other words, the traditional computing will continue but will have the companion in the form of cloud computing! The consumer organization will use both the paradigms in future and there will be less number of companies calling themselves as cloud computing companies!
Wednesday, 1 July 2009
Book Review: Leading People
Leading People is part of Pocket Mentor series from Harvard Business School Press. Written by Lloyd Baird, this book provides essential theory, checklists and annotated list of learning resources in less than 100 pages.
The book classifies effective leaders as charismatic leaders, transformational leaders and pragmatic leaders; each one of these types is useful in certain scenario and not in others. For acquiring leadership skills, it provides suggestions such as "learn from experience" and "find a true mentor". It lists six leadership styles, viz. coercive, authoritative, affiliative, democratic, pacesetting and coaching along with their characteristics, usefulness and weaknesses.
The book provides following tools for leading people:
- Self-evaluation checklist on characteristics of effective leadership
- Worksheet for crafting and maintaining the vision
- Checklist for evaluating ability to establish credibility
- Worksheet for tracking motivation level of staff and allies
The list of learning resources is quite long and the comments provided for each item helps setting the expectations. In all, this book can be counted as a high-quality primer on the topic of leadership.
Monday, 22 June 2009
Book Review: the say it with charts complete toolkit
There are very few books that you find, which teach you so much in short time. This book is one of them. Written by Gene Zelazny, this book offers definitive advice on how to communicate your message using charts. Gene is the Director of Visual Communications at McKinsey & Company. That fact itself establishes the credibility of the book even before you start reading it. But it is only after reading the book; you find it as a real treasure. Many thanks to the author for sharing his wisdom! I not only read the book, I "experienced" it, thanks to the writing style of the author and the inclusion of the practice sections in the book.
The book is divided into four sections. First section describes the process of moving from data to chart form. This process consists of three steps: determine your message, identify the comparison and select the chart form. The message and not the data that determines the chart form, hence determining the message is the first step in the process. Once the message is determined, it leads to one of following five basic types of comparison:
- Component: Percentage of a total
- Item: Ranking of items
- Time Series: Changes over time
- Frequency Distribution: Items within ranges
- Correlation: Relationship between variables
- Component: Pie
- Item: Bar
- Time Series: Column and Line
- Frequency Distribution: Column and Line
- Correlation: Bar and Dot Chart
The second section consists of 80 charts, organized around five comparison types. They are presented in increasing order of complexity ranging from, say, one pie per chart to multiple pies. While charts are focus of first two sections, third section presents concept visuals and visual metaphors. The concept visuals consist of abstract geometrical shapes such as arrows, circles and triangles. The visual metaphors, on other hand, include everyday objects such as puzzles, mazes and ladders. The author calls these visuals as solutions in search of a problem. His advice is to use this section as a portfolio of thought starters. These visuals are available as EMF files on the CD accompanying the book.
The fourth and last section of the book is what you would love the most. Aptly titled as "Play it with charts", it provides the reader a practice ground for practicing whatever is learnt till then. It provides a series of business charts, with author's solution on next page. While it is tempting to flip the page to see the author's solution, the authors suggests the reader to first try himself/herself the solution before looking at author's solution. This exercise helps immensely to reinforce the lessons learnt.
In all, it is a must-read for any business executive or consultant! It's a great investment of time and money, which will provide enriching dividends over a long period of time.
Workshop on Becoming a Consultant
Recently I attended half-day training workshop on becoming a consultant. In this workshop, among various things, I learnt the Consulting Process consisting of five sequential phases.
- Entry & Contracting
- Discovery & Data Collection
- Feedback and decision to act
- Engagement and implementation
- Extension, Recycle and Termination
The consultant enters the first phase with information of client, sales and current trends. This phase involves negotiating wants, coping with mixed motivations and surfacing concerns about exposure and loss of control. The consultant needs information seeking, problem solving, critical thinking, questioning and negotiation skills in this phase. The tools that the consultant can call upon include MECE, argument mapping, critical questions and funneling. The ultimate outcome of this phase is a contract.
Second phase begins with the contract and initial hypothesis. The consultant executes this phase with questioning, observation, listening and analysis skills. Conducting interviews, MECE and scenario planning are the tools that consultant uses to come out with data analysis, problem statement, solution and recommendation.
Beginning with the outcome of second phase, third phase involves funneling data and managing feedback meeting with six hat technique, brainstorming and facilitation tools. The consultant uses the skills such as data analysis, creative thinking, decision-making and managing emotions. The deliverables of this phase include final recommendation, signoff on actions and plan.
Fourth phase involves aspects such as 'engagement over mandate & persuasion', 'design more participation than presentation', 'encourage difficult public exchanges', 'put real choice on the table', 'change the conversation to change the culture', 'pay attention to place' etc. The consultant would need skills such as involving others, communication, assertiveness, influencing and conflict management to deliver task completion report. The consultant can use tools such as influencing model and minto pyramid principle.
The final phase results into completion report, cheque (!) and further work plan if needed. It includes aspects such as completion review, further recommendation and separation. The consultant would need skills such as strategic thinking, being objective, presentation and relationships management and can make use of tools such as review and feedback gathering.
Thursday, 18 June 2009
Book Review: A Better India A Better World
"A Better India A Better World" is a book written by Infosys co-founder N R Narayana Murthy. It's a collection of his speeches delivered over recent years, to different kinds of audience across the globe.
The book has 38 speeches classified into 10 parts such as Address to Students, Values, Leadership Challenges, Entrepreneurship and globalization. While quite a few things repeat, these speeches are fairly exclusive in communicating the thoughts and ideas. The Introduction written by author is also an excellent piece of work.
I would suggest reading this book to get motivated for achieving your own lofty dreams with hard work and high moral sense.
Saturday, 30 May 2009
Adobe ConnectNow
Today I signed up for Adobe ConnectNow service. Adobe ConnectNow is a free web conferencing solution, which can be used by up to three participants (including host). It allows a permanent meeting room to each signed-in user. One can invite others, who are not signed up for this service, to join the online meetings.
I have not yet started to use this service but I guess I will find it useful when I will be travelling. I will post the feedback once I start using this service.
Adobe ConnectNow is one of the free hosted services offered at adobe.com. Other services include collaborative online word processor (Adobe Buzzword), document and file sharing and online PDF creation. I plan to explore these services in days to come.
Sunday, 26 April 2009
MIT Center for Collective Intelligence
It’s indeed an interesting question to investigate. Prof Thomas W. Malone, who is director of this center, has mentioned in his remarks at the official launch that the center will conduct three types of research: case studies, new examples, and systematic experiments, in order to answer this question. The center has published many working papers, which I am planning to read carefully in my next visit to the site.
Million Dollar Consulting
Alan Weiss has built a million dollar consulting practice, as a solo and in this book he has shared everything, right from tips to templates, in this book. When I started reading this book, I was puzzled to see so much nitty-gritty details. But then I found that to be its strength. The book provides field-level guidance in following areas:
- Office and Practice Management
- Sales & Marketing
- Self-Development
- Travel (here you will find a wealth of tips for business travel)
- Project Delivery ( a good number of checklists are here)
- Forms (templates for invoice, expense reimbursement etc, more useful in USA context though can be modified to suit local conditions)
- Financials
- Legal (again USA-specific details though can be adapted to local conditions)
- Advanced marketing (covers publishing, speaking, newsletter, referrals and repeat business)
A must-read for the one who is planning to start as a solo consultant!
Measuring the Impact of Electronic Data Management (EDM) on Information Worker Productivity
I just now finished reading a research brief from MIT Center for Digital Business on measuring the Impact of Electronic Data Management (EDM) on Information Worker Productivity. Authored by Sumit Bhansali and Prof Erik Brynjolfsson from MIT Sloan, this research brief has reported the findings from their project, in which they studied the effects of digitizing work on information workers' time-use and performance at a large insurance firm.
The authors used four complementary data sources:
- Extensive on-site observation (of 4 managers) and interviews (17 pre-EDM interviews and 20 post-EDM interviews)
- Detailed time use records at three different time points (one pre-EDM and two post-EDM)
- Office-wide surveys (one pre-EDM and one post-EDM)
- Accounting data on multiple intermediate and final performance metrics such as current year closure rate, previous year closure rate, retention rate, YTD loss leakage and YTD average amount per claim on physical therapy cost and chiropractor care cost.
Some of the important findings reported are as follows:
- EDM changed task composition at the individual level. EDM led to a significant decline in the substitutable routine labor input and an increase in non-routine cognitive labor input at the information worker level.
- EDM caused the "IT-enabled slack", which allowed information workers to spend more time on value-adding communication activities as well for more personal time relaxing and resting at work or at home (less overtime).
- Post-EDM, both the quantity and quality of routine informational inputs significantly increased, which in turn increased the productivity and performance of workers performing non-routine tasks that demanded those inputs.
- Introduction of EDM got associated with the positive effects on the performance metrics.
We all know that introduction of new technologies such as EDM improves employee productivities. Such research projects help establish this proposition with systematic evidence and can help (perhaps!) establish the business case for New Technology Introduction (NTI).
InnoCentive
Today during internet surfing, I stumbled upon web site of InnoCentive Inc and got to know about this interesting venture.
Founded in 2001, InnoCentive has built up a web-based marketplace, where organizations (called as Seekers) submit challenges for individuals (called as Solvers) to solve for financial awards along with professional recognition. InnoCentive's Seekers include commercial, government and non-profit organizations such as Procter & Gamble, Avery Dennison, Pendulum, Eli Lilly and Company, Janssen, Solvay, GlobalGiving and The Rockefeller Foundation. The company claims to have 172,000 registered solvers from 175 countries. Interestingly, till April 7, 2009, $4.1 million has been awarded for 472 solutions. Some noteworthy solutions are as follows:
- In November 2007, the Oil Spill Recovery Institute (OSRI) awarded $20,000 to John Davis for his creative solution for a challenge related to oil spill recovery issues.
- An electrical engineer from New Zealand solved the Challenge to create a dual-purpose solar light to serve as both a lamp and a flashlight to be used in African villages and other areas of the world without electricity. The seeker, SunNight Solar in this case, awarded $20,000 to the solver in March 2008.
- In late 2007, the TB Alliance, a not-for-profit organization, received solution from two solvers for a Challenge seeking a theoretical solution to simplify the manufacturing process of a current drug compound.
There are four types of challenges that Seeker can post:
- An InnoCentive Ideation Challenge is a broad question formulated to obtain access to new ideas. It's like global brainstorm for producing a breakthrough idea. The submissions are typically about two written pages.
- An InnoCentive Theoretical Challenge contains detailed solution requirements that Solvers must fulfill in their responses. A solution to a Theoretical Challenge should solidify the Solver's concept with detailed descriptions, specifications and requirements necessary to bringing a good idea closer to becoming an actual product or service.
- An InnoCentive RTP (Reduction to Practice) Challenge requires that the Solver submit a validated solution, either in the form of original data or a physical sample.
- An InnoCentive eRFP Challenge is a request for a partner or supplier to provide materials or expertise to help solve a business challenge.
The company has provided detailed instructions about IPR requirements for each of these types of challenges. The company earns its revenue from Seekers who pay a fee to post Challenges and, in some cases, also pay a commission on the amount awarded. InnoCentive does not charge Solvers to view Challenges and submit solutions. It also offers to R&D organization its product called InnoCentive@Work, which is a customizable internal web-based community platform.
With its 32 employees and venture funding of $16 million, InnoCentive Inc seems to be a company, which can't be ignored in current innovation-centric global business environment.
Activity Based Performance Measurement (ABPM)
While surfing, I stumbled upon the slides presented during MIT Data Center Workshop on May 20, 2005 by Robert Laubacher of MIT Sloan. The topic is Activity Based Performance Measurement (ABPM). I found this topic interesting and hence made further search and browsing to make following notes:
ABPM can be used to measure value created by new technology or management intervention. It can assess business performance at the activity level and then aggregate these fine-grained metrics upward to the business unit and firm level. ABPM is based on two insights:
- Calculating the costs of an activity is a matter of decomposing it into constituent parts, determining the cost of each part, and aggregating those costs. The benefits of an activity usually arise from how it affects other activities in the value chain. For example, quality programs reduce product defects and so reduce costs associated with factory rework and staffing customer service units. Higher quality can also increase future sales, due to greater customer satisfaction and enhanced firm reputation.
- There are common patterns in the types of benefits associated with activities that have similar underlying characteristics. For example, checking the quantity of goods is an activity that takes place at many junctures in the retail supply chain. Quantity checks of this sort occur at the receiving dock of the manufacturer's warehouse, when shipments arrive from the factory; at the manufacturer's loading dock, when shipments are placed on trucks for transportation to the retailer; at the retailer's distribution center, when the truck arrives; and so on, all the way to the point where the consumer makes a store purchase, and the clerk checks the quantity of each item in the shopper's cart.
Using ABPM to assess the impact of a new technology like RFID involves four primary steps:
- Develop potential post-implementation scenarios
- Identify activities affected by the new technology
- Map the activities with vs. without the new technology
- Measure benefits and costs by comparing differences in outcomes of pre- vs. post-implementation activities
There are two types of benefits: localized vs. distant benefits. The benefits tied directly to the activities affected by new technology are localized benefits. Other benefits, by contrast, involve connections between activities directly affected and activities that occur within other units of the firm or even within outside firms. The distinction between localized and distant benefits is important because it shapes the extent to which a firm or business unit implementing new technology has direct control over achieving the full benefits of the technology. When most of the benefits are localized, the group implementing the new technology has a high degree of control over whether or not it achieves the benefits. But when many of the benefits are of the distant kind, the implementing group must rely on other business units or supply chain partners to achieve the full potential of new technology.
Though I do not feel I got the full understanding of ABPM, the insights and the other details associated with ABPM are nevertheless useful!
Thursday, 2 April 2009
Microsoft Office Project Portfolio Server 2007
Today I attended a brief training of Microsoft Office Project Portfolio Server (MOPPS) 2007. MOPPS 2007 is part of Microsoft's Enterprise Project Management suite, which also includes Microsoft Office Project Server. It allows creation of a project portfolio, including workflows, hosted centrally, so that the information is available throughout the enterprise, even from a browser (as per Wikipedia entry).
As I understood, the product provides two major modules: builder and optimizer. The scope of training session included only builder module, which is all about maintaining data about projects and resources. Obviously, this data maintenance can be configured to be very systematic hence can become quite useful for gaining visibility into project portfolio. The software allows grouping the projects as per programs, portfolios and organization units. It supports workflow feature, which allows move the project across the stages such as RC&BRD, Reject/Hold, Imp/Dev. The stages are specific to the project class such as application maintenance and application development. The software allows configuring which data fields (grouped as tabs) become editable or read-only or invisible depending on the current stage of the project. That makes the data collection quite disciplined. The examples of groups of data fields include budget cost, benefit estimation, strategic impact, Risk, schedule, cost tracking and document management. Also there is an audit trail, which captures all the user actions for possible review later.
The trainer also showed a feature called dashboard, which as name implies, can show the selective attributes (mainly iconic attributes) of selective projects. There is a similar feature called scorecard, which can show selective attributes of all projects. This scorecard, which is part of Builder module, can also be used for navigating through the projects.
Overall I found this training session useful for getting an awareness of the software product.
