Key Points
- paid newsletter mailing service - https://substack.com/
- Monthly newsletters - subscribe to a given channel
- Online articles - Medium , other related tech or biz sites
- Linkedin posts to a medium article
- Online user group meetups - Meetup and Zoom
- Books - manning.com and others
- Certification courses - others or create your own ... eg dmxu
- Online surveys - gforms
- Collaborations - IBM and Hyperledger etc
- Partnerships
- Confluence access for key providers
- Github shares
- Create tutorials on key topics as articles ( eg Grails reviews - authors and books, Java 12 modules, Nodejs web sockets etc )
- Article reviews and tips ( free AWS, IBM cloud, GCP, Azure intros )
- Recycle ebtnow sessions as updates
- Continue collaborations with Hyperledger docs, training and SPIs
- Low cost conferences - Local to NE or ?, low fees, speaker at ( liveworks, hlf forum etc )
- Challenges - getting basic hands-on skills in many key technologies and frameworks
Resources
Key Concepts
Key Questions for the Conversation
What are our goals for this conversation? Who are the parties? Who's on their team? What skills & resources do they have? What do they want? What have they done? What are the biggest fears? What's the current strategy? How well is it working? Are they ready for a change? Why are they talking to us today? What's their current plan going forward? What help do they want? Why? How? When ? Where ? Who ?
See #CBP for how to engage for commitment
#CBTP - Commitment = Confidence, Belief, Trust, Partnership < the heart of sustainable relationship value
Confidence that we understand the needs
Belief that we can help meet those needs
Trust that we will deliver on those needs if given the opportunity
Partnership - a healthy consulting relationship is based on mutual value, transparency, clarity, communications, consensus, commitment, collaboration
for a Purpose that is clearly defined
Good article from Scott Perry on the Benefits of Collaborative Partnership model for consulting engagements between client and service provider
see https://digitalgovernanceinstitute.com/ for more details
Scott's model focuses on client audits but the concepts can apply to any healthy services engagment
#AMA - Given commitment, Delivery Team brings < Ability, Motivation, Attitude
Attitude
Be Humble
You don’t have all the answers. Luckily, you don’t have to. Don’t worry about being right. Be humble instead.
Stay Curious
Curiosity is a springboard to the future. It can transform the wisp of an idea into a full-blown breakthrough. We ask “what if.” We work with wonder. It’s how we innovate.
Do More
Do more than your job description. Take initiative. Take charge. No job is beneath you, and no job is too big. Be a leader and do more — do whatever it takes.
Own the Result
We have no time for blame or shame. When you stumble, own it, learn from it + get back to business.
Lead with Solutions
Question everything. But offer solutions as you do. Raise issues. But propose a few answers. For every hole you poke, offer a way to patch it up.
Be Unreasonably Passionate
Our passion is borderline obsessive, and we’re ok with that. No one ever built anything great on a “meh.” We work with outsized passion to fulfill our mission.
Influence
Grow your Personal Brand Intentionally
- who is your target audience? how well is your connection, communication with them now?
- how have you measured your personal brand with your target audience?
- what is your brand? is it successful ? what works with it ? what can be improved ? how ?
- how has a "better" personal brand than you in your domain? what have they done that worked? how ?
- what are easy next steps to improve your brand with your target audience?
Network Strategically
- what are the 2 key domains you are working to grow your relationships, influence with?
- what groups have joined ? support ? your roles in the groups ? your contributions ?
- how do others in the group perceive you?
- are there key people in the group who can help you with your goals, opportunities, development, skills?
- What relationship do you want in the future?
- How can they help you now or in the future?
- How can you help them now or in the future?
Thoughtfully communicate to your specific audience focused on intended expectations, feelings and outcomes
- What is the topic and your relationship to it? the audience's relationship to the topic?
- Who are you communicating with and what is their relationship to you now?
- Given the context and prior history, what are their expectations and targeted outcomes for you now on these topics?
- What are the positive ideas, feelings you can share ? build more rapport with?
- What are the easy ways to get alignment on expectations?
- what are your intended expectations, feelings and outcomes for the audience on the topics, your relationship?
Approach
VCC > VCE > VSDM > VTP ( current > plans > verifications > changes > results )
a>>> VSDM >> context > parties & roles > goals > scope > assumptions > xuc > metrics ( VCRS, FACTUR3DT.io ) > responsibilities > standards > interfaces > capabilities > events > behavior > process > decisions > collaborators > messages > data > stores
#CDS - Customer-Driven Solutions
Opportunity exploration > Goals > Scope > OKRs > Roles > SDP
Project Charter definition > roles > plan > controls > budgets
#VCC - Value Chain Community
How is the Community Defined?
What are the primary goals, purposes, principles for the community?
What are the stakeholder groups and their roles in the community?
What are the key decisions, actions, capabilities needed to fulfill goals, purpose?
#VCBM - Value Chain Business Model - the reusable business model lowers time to value
Business Value Model - the reusable business model lowers time to value
#VCE - Value Chain Economy -
VCE > Value Chain Economies are virtual economic communities
What is the sustainable economic model for the VCC and the stakeholder groups?
What is the VCNE - Value Chain Network Effect for the VCE?
#VCNE - Value Chain Network Effect
What are the key drivers for the growth of the VCE for the different stakeholder groups?
As the VCE grows, how does the value proposition for the VCE and the groups change?
Examples >>
Amazon marketplace model - as the marketplace expands, the value for buyers and sellers grows
TYS - as the Trusted Supplier Network grows, , the value for buyers and sellers grows
#VCE > scope > actors & roles > use cases > goals x role > responsibilities > metrics > assumptions > problems >
a>>> system context diagram - roles, use cases, e2e flows w SOS (hipo) services & layers
a>> define SOS as interfaces for capabilities as a model first to demo the JEPL flows
model current solution
#VTP - Value Chain Transformation Process
#VSDP - Solution Delivery Process = Discover > Assess > Plan > Design > Deliver > Implement > Operate > Support > Maintain
#ISR - Information Solution Review - Opportunity Analysis - Define, Scope, Share, Value, Rank
Current systems, solutions, policies, procedures, goals, results, sgaaps
Approaches
- Rethink
- Reuse
- Redesign
- Refactor
- Rehost
- Replatform
- Retire
- Retire
Partnerships
VCE w roles defined
Problems > producers and consumers > blockers > impacts > options > strategies
Validation of concepts - POX - POT > POC > POV
Project VCRS keys, FACTUR3DT.io impacts on VCC
We add metrics and methods on value delivered with validations to specific business areas that are key for sustained growth for clients, the business and investments in these solutions.
see sgaaps
#ISP - Information Solution Plan
after ISR, VSDM
requires verifications, validations, controls, consents, approvals, funding, resources, governance
opportunity > context > vcrs.i > factur3dt.i > scope > goals > metrics DOM > responsibilities > xuc > capabilities > interfaces >
stakeholders impacted
stakeholders responsible
#VSDM - STH Solution Design Method -
#VSDM >> context > scope > parties & roles > goals > assumptions > xuc > metrics > responsibilities > standards > interfaces > capabilities > process > decisions > sourcing > collaborators > events > behavior > trusts > messages > data > stores
#VSDM
>> Given VCC, VCE >
>> context > scope > parties & roles > goals > assumptions > xuc > metrics ( vcrs.io, factur3dt.io ) > responsibilities > standards > interfaces > capabilities > process > decisions > sourcing > collaborators > events > behavior > trusts > messages > data > stores
see Engineering Themes
m Design Engineering Themes#KeyConcepts
see Architecture Concepts
m Design Engineering Themes#ArchitectureDesignConceptsforSolutionEngineering
#VSQA >> design > compliance > trusts > verifications > validations > consents
SOS model >> -- input data > process > input events > analysis, verification, alert, actions, rules, governance, TLC
Discover >> Key Questions
Data Discovery Solution Questions
Data Discovery Solution Questions - Raj G - 2024
Top 30 Questions for Leadership Before Beginning hashtag#DigitalReadiness Assessment:
1. What are our top 3 digital goals for the next 3-5 years?
2. How will digital transformation help us achieve our overall hashtag#businessStrategy?
3. Are we clear on the competitive landscape and how digital is impacting it?
4. What are the key metrics we will use to measure the success of our digital initiatives?
5. Do we have a defined digital hashtag#customerexperience we want to deliver?
6. What are the biggest digital threats and opportunities we face?
7. Is our leadership team comfortable with embracing change and taking digital risks?
8. What are our current strengths and weaknesses in terms of digital capabilities (e.g., hashtag#technology infrastructure, hashtag#datamanagement)?
9. Do we have a culture of hashtag#innovation and experimentation within the organization?
10. Do our employees have the necessary hashtag#digitalskills to thrive in a transformed environment?
11. Are our existing processes and structures hashtag#agile enough to adapt to a digital future?
12. How well does our current organizational structure support digital initiatives?
13. Are there any known pain points or inefficiencies in our current digital processes?
14. How up-to-date are our existing technological systems and infrastructure?
15. What existing data sources do we have, and how effectively are we currently using data?
16. How effectively are we utilizing hashtag#dataAnalytics and insights in decision making?
17. Do we have a clear hashtag#datastrategy and hashtag#datagovernance framework in place?
18. Are we comfortable leveraging hashtag#cloud computing and other emerging technologies?
19. How secure are our digital assets and data from cyber threats?
20. Do we have a robust IT support structure to manage a digital transformation?
21. What are the potential risks associated with digital transformation (e.g., hashtag#cybersecurity threats, project failure)?
22. How will we mitigate these risks?
23. What is the budget allocated for our digital transformation journey?
24. Do we have the resources (people, time, expertise) needed to implement digital initiatives?
25. What external resources (partners, consultants) might be needed for successful transformation?
26. How will we measure the return on investment (ROI) for our digital initiatives?
27. Are we prepared for potential hashtag#disruptions and unforeseen costs associated with digital changes?
28. Do we have a communication plan to keep stakeholders informed about our digital transformation journey?
29. What internal and external resources will be involved in the assessment process?
30. What is the timeline for completing the digital readiness assessment?
Raj G >> At Transform Partner, we begin the Digital Transformation journey with the answers to the above (+ more specific and contextual) queries. So begin your transformation journey with us.
Cisco image >>
Cisco - Are you ready for Network DT - Digital Transformation paper?
For the VSDP ( Value-driven Solution Delivery Process ), Analytics Methods to use for VCE solutions
VSDP steps = Discover > Assess > Plan > Design > Deliver > Implement > Operate > Support > Maintain
Each VSDP step has entry and exit criteria for the team to move to the next step
SDP client success roadmap v3. gsheet link
SDP Questions = 5WH, VCE > Roles > Focus > Problems > Impacts > History > Options > ISR > Strategy > Plan > Project
these answers will come from the SDP for the VCE and problem space
harvest existing history, docs, solutions, people
SDP Metrics = VCE > VCRS BWI-VCRS > FACTUR3DT.IO > SLAs > OKRs > KPIs
Solution Architecture Domains = Business VCE, Solution, Enterprise Architecture, Services ( ITSM ), Data, Trust, Economic, Governance, Risk, Security, Identity, Privacy, Operations, Support, Management
Candidate Impact Opportunities = Smart Services to: Reuse, Reorg, Train, Simplify, Modularize, Automate, Delegate, Agents, Generate, Observe, Respond, Trust, Share, Decide, Optimize, Advise, Integrate, Protect, Operate, Support, Maintain, Extend, Govern, Report
Assessment Phase: GAPS > #SGAAPS - For Systems Context, define Goals, Assess, Assumptions, Problems, Steps ( see ISR )
Later Phases: OARS > #SOAARS - For System context, define Objectives, Assess, Assumptions, Review Progress & Problems, Next Steps << ISR
Create SMART Objectives - Specific, Measurable, Achievable, Relevant, Timely
https://www.mindtools.com/a4wo118/smart-goals
- Specific - 5Ws
- Measurable -
- What are the target outcomes?
- How can they be measured? see VCRS, FACTUR3DT.io
- Achievalbe -
- Given resources, tasks, time, dependencies, what are realistically achievable vs stretch goals?
- Relevant -
- Does this seem worthwhile?
Is this the right time?
Does this match our other efforts/needs?
Am I the right person to reach this goal?
Is it applicable in the current socio-economic environment?
- Does this seem worthwhile?
- Timely
VCRS - Value Cost Right Success-Keys - Barry Wright version
BWI: Barry Wright BEP - Business Excellence Process
FACTUR3DT.IO - before and after targets for operation change
Feelings
Accuracy
Costs - Direct, Avoidable, Intangible
Timeliness and Trust
Utility - value of solution for business, users
Risk
Revenue impacts
Resource impacts
Decisions that need to be made on the journey scope
Trusts - the detail trusts required between counter party roles for every use case in scope given the solution design and architecture
Input = current state
Output = planned state
Financial Operations Basics CheatSheet - Nicolas Boucher
finance-operations-cheat-sheet-linkedin.pdf. link
finance-operations-cheat-sheet-linkedin.jpeg file
the-cfos-daily-checklist-netsuite.pdf link
the-cfos-daily-checklist-netsuite.pdf file
Lean Business Scorecard Assessment - Key Questions
The 4 Business-critical Questions
Depending on the quality and quantity of evidence you have, the Scorecard produces a set of scores for your business idea that help give you confidence that a business is-
Desirable — Do people need this?
Viable — Can we get paid for this?
Feasible — Can we scale this?
Responsible — Is this good for society?
Each question explores key angles to the 4 business-critical questions
Desirability
PROBLEM — Are you solving the right problem for your customers?
SOLUTION — What does your solution allow your customers to do?
Viability
MARKET — What is the size of the prize if you win?
BUSINESS MODEL — When do you answer the burning question and break-even?
Feasibility
LEAN OPERATIONS — How lean can you get your operations?
UNIQUE VALUE — Are you set up to test & learn your way to growth?
Responsibility
PEOPLE — How does this make life better for employees?
SOCIETY+PLANET — How does this make life better for society?
Scoring Cheat Sheet
Desirability
Note that the Desirability section has a 2-part scoring system due to the critical importance of understanding the right customer need or problem to address and how you go about addressing it with the best solution.
PROBLEM — Are you solving the right problem for your customers?
Score 0–5 — Speak to your customers to qualify the kinds of problems they face
Score 6–8 — You’ve qualified the problems, now quantify the biggest problem
Score 9 — You have strong evidence of a problem worthy of addressing
SOLUTION — What does your solution allow your customers to do?
Score 0–2 — Get lots of ‘quick-and-dirty’ prototypes into your customers’ hands
Score 3–4 — Make your concepts more real. Compare & contrast value propositions
Score 5–6 — You’ve got a killer feature that customers love using
Viability
Score 0–9 — Run small scale experiments to validate assumptions in your business model
Score 10–12 — Run larger-scale experiments to build further confidence
Score 13–15 — You’re on your way to profitable growth. What would help you accelerate?
Feasibility
Score 0–9 — Work on your customer acquisition and activation
Score 10–12 — Industrialise, automate and optimize your customer funnels
Score 13–15 — You’ve optimised your operations for both cost and conversion
Responsibility
Score 0–9 — Take active steps to engage with your employees and community
Score 10–12 — Make corporate responsibility part of your long-term strategy
Score 13–15 — You’re helping to lead the way to a bright, sustainable future
Source: Robin Wong
Interests
Data Architect, Program Manager working on Hyperledger, Fabric, blockchain, data pipelines, EBR - electronic business records, privacy, microservices, apis, analytics, machine learning. Automation, Integration and transformation focus areas: connected vehicle data marketplace, payments, reverse logistics, medical records, financial planning, repairs, support services.
Sitecore - .Net CMS
https://www.boxuk.com/insight/blog-posts/what-is-sitecore-developer-view-cms
https://www.sitecore.com/knowledge-center/digital-marketing-resources/what-is-a-headless-cms
pre-defined apps for marketing
easy document management
no wsyiwyg editors for headless cms - need developers
Something drastic happens when you cut the head off a CMS: you sever the ability to send customer interaction data between the front end and the back end in real time.
That means you can’t personalize experiences or run content analytics activities.
ISO 9001:2015 Quality Service Concepts
ISO 9001:2015 ONLINE manual
https://www.iso.org/obp/ui/#iso:std:iso:9001:ed-5:v1:en
Changes from 2008 to 2015
https://www.slideshare.net/PMILebanonChapter/new-trends-in-the-revised-iso-90012015
iso9001-2015-concepts-newtrendsintherevisediso90012015-170217194530.pdf
Implementation Concepts for ISO 900:2015
iso9001-2015-implementation-concepts-overviewpresentationasqindia-160322222437.pdf
QMP - Quality Management Principles
iso9000-2015-the9000store.com-Seven Quality Principles.pdf
Quality Principle 1: Customer Focus
As an organization, your success depends on customer satisfaction. Therefore you need to understand current and future customer needs, meet customer requirements and strive to exceed their expectations. Managing customer satisfaction is key.
Do you carefully review your customer’s requirements?
How do you know if your customers are satisfied?
Quality Principle 2: Leadership
Your organization’s leaders are the top level of management. They establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives. To establish a great environment you should build trust, equip and empower employees, recognize employee achievements and hard work, and set challenging goals to keep employees motivated.
The captain guides the ship, and likewise, Top Management has a responsibility to embrace these principles and your quality management system. Specifically, your organization’s leadership should hold management review meetings to keep your QMS (and organization) running smoothly.
energy-leadership-ebook-2023-w_wile454.pdf link
energy-leadership-ebook-2023-w_wile454.pdf file
Quality Principle 3: Engagement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization’s benefit. ISO 9001 requires training to ensure employees have the tools they need to do their job and contribute to the success of your organization.
In order for people to support your quality initiatives, they must understand them. Additionally, you must create an environment where employees feel confident and comfortable asking questions, learning and sharing knowledge. To benefit your employees we recommend an employee overview of ISO 9001.
Quality Principle 4: Process approach
A desired result is achieved more efficiently when activities and related resources are managed as a process.
A process is a set of activities that use resources (people, machines, etc.) to transform inputs into outputs. Every organization is made up of a series of interacting processes.
Quality Principle 5: Improvement
Continual improvement of the organization’s overall performance should be a permanent objective of the organization. Top management should encourage their employees to make improvements and also measure improvement consistency.
Auditing your QMS and improving your processes is a key requirement of ISO 9001.
Quality Principle 6: Evidence based decision making
Effective decisions are based on the analysis of data and information.
When the data reveals that an area is underperforming, it is important to take corrective actions to improve performance.
Root Cause Analysis is a good way to determine the source of the problem for knowing what corrective actions should be taken.
Quality Principle 7: Relationship management
The organization needs to identify and select suppliers (and other interested parties) that can manage costs, optimize resources and create value. When you are establishing relationships you want to collaborate to ensure that you are both focuses on continual improvement.
Your organization is unique, so there is not one right answer as to the application of these principles above. However, implementing ISO 9001 can help establish a solid basis for improved quality and customer satisfaction.
Opportunities
DTP - Digital Transformation Playbook ( an ISR variant )
DTP example from Transform Partner
https://www.linkedin.com/in/rajkgrover/
VCE - Value Chain Economy - Stakeholder community
communities that provide a clear economic model for all stakeholder and member roles
each member should have a clear view of the value proposition, costs, risks for their role in a solution or process
s Blockchain Opportunity Assessment - BOA#BOA-VCEReview
SDP - Solution Delivery Process
The SDP is defined here
s Blockchain Opportunity Assessment - BOA#BOA-%23SDP-SolutionDeliveryProcess
SDP Circular process deliverables
Key Solution Operations Metrics
Key Solution Operations Results
Opportunities for Improvements
Opportunity Value Assessments
Opportunity Designs
Opportunity Plans
Opportunity Investments
Opportunity Delivery
Solution Implementation
Solution Operation
Solution Support
.. repeat process on a regular basis for both strategic ( 5 year ) and tactical ( annual ) plans
SDP Themes
SDP Concepts
left shift the whole SDP life cycle where feasible
understand the current solution and use cases ( SWOT )
engineer better trusts, economics
3B sourcing is best
Solution analysis and design focuses on VCRS, FACTUR3D.IO
CBTP - Confidence I understand needs, belief I can deliver on those needs, Trust I will for a Purpose
Open for feedback to build better ideas, answers, partnerships, commitments
SDP Service Provider Life Cycle
Define - business case and technical needs, requirements, scope, resources, project definition, validations
Design - RDD XUC > FDD features, data > CDD capabilities > environments > 3B sourcing > solution design ( apps, services, objects, events, relations, trusts ) > validations
Deliver - Agile delivery model > validations
Deploy - Deploy > validations
Govern - Govern and manage the solution
Operate - Operate > validations
Support - Support > validations
Maintain - Maintain > validations
works for "green" or "brown" solutions
SDP Client Consumption Life Cycle
Define - define client functional need or capability as a requirement use case
Discover - discover candidate components and services for the requirement
Contract - connect to a candidate to test the function or capability externally
Consume - consume the component or service in the client context to validate fit for purpose
Confirm - confirm the evaluation of he component or service as acceptable from tests after consumption
Commit - commit the component or service contract to the client solution
Deploy - deploy ( re deploy ) the client solution with the new or revised component functionality
Govern - Govern and manage the client solution
Operate - operate the client solution producing and consuming events in the ecosystem
Support - support the solution for the targeted operational quality and maturity level
Maintain - maintain the client solution effectively for the operations quality and maturity level desired
SDP - Solution Delivery Process Artifacts
discover > assess > plan > define > implement > support
solution profile
isa - assessment from discovery process
isp - information solution plan built from team based on factur3dt.io
isr - review a solution and apply factur3dt.io - incorporate sgaaps
isi - information solution issues list ( input to RAID and Engineering Issues List )
iss - information solution strategy - strategic view of the external and internal opportunity, challenges and solutions to build a strategy that fits
Client ISA - Information Solution Assessment - Blockchain
5 W, H
Who, What, Why, Where, When, How ???
Steps to define solution
- vision
- context
- actors and roles
- use cases
- processes
- decisions
- services
- impacts
Keys for a Value Chain Network
- Who are the parties are in the Business Network?
- What value does each role deliver?
- What challenges does each role have?
- Is there counter party risk?
- How are trust issues resolved?
- How are identity, security managed?
- Do parties cooperate now? How?
- Are the processes clear? Efficient?
- What are key decisions & events?
- How do intermediaries add value?
- What are regulations, compliance issues?
- How can the Value Chain Network grow?
Consulting VCE - Value Chain Economy Assessment
what value can I add?
who are best potential markets for that value?
how do I reach those markets effectively?
https://us06web.zoom.us/j/84292190346?pwd=cmNwY1E5RUQ1eWRBVHZleEdQK3Vxdz09
Who can I partner with to add more value, add more clients?
my partners - Wes, Paramountsoft, Chainyard, hlf docs ..
How do I find and reach decision makers?
How do I establish value and credibility with clients?
Hollis Thomases - contract
my partners - Wes, Paramountsoft, Chainyard, hlf docs ..
NFBR - Need > Feature > Benefit > Response - confirm solution meets their needs
recap the need
map to the feature
map to the potential benefits
elicit the response, concerns, commitments
BCTP - goals for the relationships, interactions
- belief I understand their needs
- confidence I can meet those needs
- trust that I will meet those needs
- for a purpose
LSP - IBM Logical Selling Process
- intro & rapport
- IBS - potential benefits statement - some have found X
- Need qualification with open questions and listen actively
- how, why, explain, what do you think is the right approach?
- get the client to set VCRS criteria
- FBRs - feature / benefit / response on VCRS criteria
- trial close - if we, will you
- handle objections - what will it take, why, how
- next steps - if we, will you
- close
LSP for sessions, presentations << engage !
how to plan sessions, presentations to a target audience
engage from the beginning
Intros - set session operating rules / expectations
<< confirm
Topic & agenda ( what's covered, key takeaways )
<< confirm
Speakers ( relevant expertise / your need - role - funny experience with the topic )
<< confirm
Break the ice - on the topic or ?
<< confirm
Why it's important ( interesting or humorous examples )
<< confirm
Who you are relative to topic - how engaged?
<< confirm
present >>
questions >>
decisions >>
next steps & action items >>
reference materials >>
Takeaways
• Audiences make critical decisions about you in the first 30-60 seconds.
• Your body language and eye contact are important elements of credibility.
• When you’re looking at your notes, nothing should come out of your mouth.
• Establish a communication bond with listeners and you’ll more easily persuade.
• Allow your gaze to linger on people long enough so true contact is made.
FACTUR3DT.io - measure value delivered before and after solution - forecasts net value
A key set of factors to measure before the solution is delivered and after.
The result is first an estimated impact set and then a realized impact set that accounts for value, cost, risk and success factors
| Item | Definition |
|---|---|
| Feelings | Everyone has feelings and opinions on both the problems, opportunities, solutions, roles. These feelings can impact what change will be accepted by stakeholders and how. |
| Accuracy | What are the metrics now for accuracy? what do we need to meet the goals? What are the rework processes, impacts? Are the current solutions measured accurately? |
| Costs | What are the implementation, operations, retirement costs? accuracy of estimates? validations? |
| Timeliness | What's the timeliness we observe vs the client SLA? what's the net value for faster solutions? |
| Utility | What's the value for each party and role in the economic model? |
| Resources | What are the key resources? Availability? Options? |
| Revenues | What are the current revenue and potential impacts? Keys to success for new revenues? |
| Risk | What are the current operational, technical risks? new ones? |
| Decisions | What are the key decisions that drive this process and outcomes for a user? |
| Trusts | For each process and the parties involved, what are the key trusts that need to be established for success? |
Key Questions to Ask for clarification, value
9 magic phrases that will make you more persuasive.pdf
Generally use leading, open-ended questions to understand the focus
- how do you ..
- paint me a picture ..
- if you could make one change immediately, what would that be? why?
- If you had to choose X or Y, how do you make that choice?
- can you rank your top priority ? why ?
- can you rank your top risk? why ?
- how do you know if you're on target?
- what are your options to improve and meet that goal?
- how well has that strategy worked in the past?
- what makes this time different?
- on average, what has been the life span of an IT solution here ( 5 years? 10 years ? )
- what are the costs to retire this new solution?
| Question | Notes |
|---|---|
“On a scale of 1 to 10, how excited are you about this proposal?” | why so high? why so low? |
“On a scale of 1 to 10, how close are you to making a decision, but you can’t say 7?” | is this a priority now? what would change that for your? the company? |
“Here is what most people do next.” | safety in numbers on next steps - comfort level - "and here's how it worked out for them" |
“If I can do A, B, and C for you, will you move forward?” | From the time we spent, I see X is important to you. If I do X will you do Y? |
“How open are you to…?” | If maybe or no, ask the next question – what? |
“What is stopping you from moving forward?” | Do you great a straight answer or avoidance? |
“I bet you are a bit like me and…” | Create alignment on needs, priorities The easiest way to get people to say “Yes” at the end of your proposal is by getting them to say “Yes” throughout the conversation. The beauty of the words, “I bet you are a bit like me” is they accomplish just that, while framing the benefits of your proposal in a way that makes them envision using it — which can be extremely persuasive. |
“Take a second and imagine…” | or "paint me a picture" the simple fact that all of us love a good story. - improves alignment |
“I’m not sure if this is for you.” | as they hear the words, “I’m not sure if this is for you,” they will be immediately intrigued. |
| What are the keys for success here? | |
DATES ( Decisions, Data, Automations, Trusts, Events, Services ) analysis for solution operations dimensions
Given a specific use case and operations context:
- Define the R3P for the use case: Roles, Policies, Procedures, Processes for each Role
- Define the solution dimensions: economics, governance, operations, support, implementation models
- Define the related DATES ( Decisions, Data, Automations, Trusts, Events, Services ) to support the use case processes and roles
Can use SGAAPS method for initial assessment and SOAARS method for updates
Gartner - 2109 - Top 10 tech trends
https://www.gartner.com/smarterwithgartner/gartner-top-10-strategic-technology-trends-for-2020/
gartner
https://drive.google.com/open?id=1K2nipVszPmmKusIqD_iD26xDKKe5DP9F
accenture
https://drive.google.com/open?id=1CK26zxuETUQIwt7NxrOHXw13J2c_yEdh
Innovation Strategies and Concepts
mckinsey innovation essential traits article
mckinsey innovation essential traits link
innovation-concepts-2022-mckinsey.com-The eight essentials of innovation.pdf file
Innovation Readiness Team Tests & Surveys
Product Innovation Strategies
product-innovation-keys-Test_Learn-FINAL-v4-final-9-30-19.pdf
product-innovation-keys-Test_Learn-FINAL-v4-final-9-30-19.pdf
Product Mgt mistakes
7 Deadly Sins Of Product Development.pdf
Sample Product Roadmap
psoft-Farm2Fork-product-plan.pdf
psoft-Farm2Fork-product-plan.pdf glink
Challenges
2Learn - key technologies and frameworks
#2learn
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js full stack - add swagger 2 wks
https://www.udemy.com/course/the-complete-web-development-bootcamp/
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spring boot microservices 2 wks
https://www.udemy.com/course/spring-framework-5-beginner-to-guru
https://www.baeldung.com/learn-spring-course $197 course
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grails v4x books - authors 4 days
http://docs.grails.org/latest/
grails mvc app using spring services - mode coding
https://www.baeldung.com/grails-mvc-application
https://www.google.com/search?client=firefox-b-1-d&q=grails+version+4+tutorials
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hlf dev
https://hyperledger-fabric.readthedocs.io/en/release-1.4/
https://hyperledger-fabric.readthedocs.io/en/latest/
https://hyperledger-fabric.readthedocs.io/en/latest/tutorials.html
fabcar, byfn, cpaper, add-org, net-upgrade, private-data, chaincode
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hfca admin $500 for online course, exam 1 retry fab 1.4.1
https://training.linuxfoundation.org/certification/certified-hyperledger-fabric-administrator-chfa/
handbook
https://training.linuxfoundation.org/wp-content/uploads/2019/08/Hyperledger-Fabric-Candidate-Handbook-v1.5.pdf
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spark data streams
https://skywebteam.atlassian.net/wiki/spaces/KHUB/pages/61112419/m+Apache+Data+Services#mApacheDataServices-Spark
spark in 7 steps
https://drive.google.com/open?id=1_bfxFX6kQf2gTEPyoPwOgmauWj2b-hv5
udemy java spark
https://www.udemy.com/course/apache-spark-20-java-do-big-data-analytics-ml
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aws
https://aws.amazon.com/getting-started/?nc1=f_cc
https://aws.amazon.com/training/?nc1=f_cc
aws cloud practioner exam 6 hrs - free course
https://www.aws.training/Details/Curriculum?id=27076
aws certification prep guides
https://aws.amazon.com/certification/certification-prep/
aws hadoop course 90 mins - no exam
https://www.aws.training/Details/eLearning?id=40337
aws solution architect associate 2 wks - $170 exam fee
https://aws.amazon.com/certification/certified-solutions-architect-associate/
exam prep
https://www.aws.training/Details/Curriculum?id=20685
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azure
https://linuxacademy.com/course/microsoft-azure-fundamentals-az-900-exam-prep/
4 days - free course
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python ML
https://www.udemy.com/hands-on-introduction-to-artificial-intelligenceai/learn/lecture/12130906#overview
https://www.datacamp.com/community/tutorials/cnn-tensorflow-python
https://drive.google.com/open?id=1H3ivxDSLUxsw2CQAXUhdyzMPGZdnAj6j
https://www.tensorflow.org/tutorials
https://www.tensorflow.org/tutorials/keras/classification
https://www.pyimagesearch.com/2019/10/21/keras-vs-tf-keras-whats-the-difference-in-tensorflow-2-0/
https://medium.com/tensorflow/training-and-serving-ml-models-with-tf-keras-fd975cc0fa27
Some Relevant Concepts
trust is the foundation for all relationshipswe put trust to workin theory, there's no difference between theory and practice ...modern QA mgt focuses on six sigma and zero defects at the expense of failure managementcatch 22 for new systems - everyone wants change but doesn't like new system because it's different than the current oneconsultant borrow your watch to tell you the time -- good because you have all the answers and consultant has no assumptionsresistance to change expert - "war council" .. feelings over data, shared focus and attitudes key to success, valuecustomer first doesn't mean user interface first, it means value first ( think responsibilities, decisions, action delegations)in a world of digital transformation, which careers are in demand AND long-term? which will change or disappear ?
Supporting Enterprise Innovation
Digital Transformation Tips 013: Tips to Overcome the Challenges in the Corporate #Innovation
1. Foster a culture of innovation
2. Embrace failure as a #learning opportunity
3. Break down silos and encourage cross functional #collaboration
4. Empower #intrapreneurship and involve employees at all levels
5. Provide dedicated resources and support especially from top leadership
6. Encourage external partnerships and #openinnovation
7. Embrace emerging technologies and #datadriven decision making
8. Create a structured innovation process
9. Align innovation with strategic goals
10. Continuously monitor and measure progress
For VCE ( Value Chain Economies ) - Engineer Dimensions for Multi-Party Roles:
- ABC Archtiecture - Advanced Business Components
- Knowledge, Behavior, Relations & Responsibilities
- Advanced Business Component Foundry
- Advanced Business Components Interfaces, Services, Brokers
- Decisions
- Trusts
- Trusted Data
- Economics
- Governance
- SMART metrics
Image Source: Xplane
Solutions
Marketing Messaging Strategies
marketing solution messaging
1> define the problem
2> define the solution
3> define the impacts
impacts
transparency across the network
faster settlements, reconciliations
trusted data for analytics, decisions, optimization
provenance of assets
targeted accurate recalls
easier compliance
better governance on business processes - stear
mediums
blogs
pod casts
infographics
good for size, problem impacts, solution impacts
explainer videos
good for who what why,
problem impacts, solution impacts
ibm example
short demos w agenda, demo, summary, qna
Managing Change Strategies
https://www.cio.com/article/3610373/10-steps-to-avoid-digital-transformation-failure.html
- Make the business case clear. Business cases for digital transformations can be pages and pages of required capabilities, anticipated costs, and expected returns. For a business case to be truly a tool to enable transformation it needs to be clean, free from business jargon, unambiguous, and brief. A clean business case will enable the team to quickly make tradeoffs and decisions that are aligned with a vision.
- Where needed, ensure the business case is competitive with a SWOT and customer analysis
- Be the communicator-in-chief. Organizations need to have confidence that the transformation can be achieved. As an executive sponsor, building that confidence is your responsibility. This means that you need to stand up in front of the entire organization and do four things:
- Communicate the business case
- Lay out the overall plan and journey to achieve the goal
- Acknowledge that there are going to be risks and bumps along the way, and
- Do all of the above with a high degree of confidence.
- Hold the organization accountable. I know, I just used the buzzword “accountable,” so what does it look like? It means rigorously tracking that all impacted areas of the organization have allocated the required talent, implemented tactics to mitigate risks, and incorporated forecasts of benefits into future business plans. Visibility of these preparations needs to be raised to the executive level and illustrated on dashboards.
- Take care of your team. Another non-secret to success is allocating the “A-team” to the project. These are the folks that have established themselves as top talent in the eyes of their peers and who the organization trusts to make good decisions. But allocating the talent is not enough. Some of these A-team players may see this as an opportunity, but many will see it as derailing them from their future goals and aspirations. Executive sponsors need to take this A-team under their wings and consistently and regularly provide them with a roadmap of how the initiative will allow them to achieve their career goals.
- Elevate operational continuity as a priority. Project teams get focused on budget and schedule right out of the gate. They happily report to the steering teams on how well things are going early on. As the project moves forward and budgets and schedules begin to slip, the teams will feel compelled not to report bad news, leading to taking risks that can lead to poor implementations and operational disruptions. By prioritizing operational continuity early on, you create the right conditions for early discussions on project priorities and reduce the probabilities of catastrophic failures during implementation.
- Lengthen decision lead times. All large-scale transformations require thousands of decisions. Many of these decisions will require executive involvement and buy-in, which will take time. Push your SI to provide an inventory of key decisions that will be required over the course of engagement. Take this inventory and socialize it with the steering committee to confirm they are on board with making these decisions and that they have allocated the talent they trust to make them.
- Be a shot caller. The team is going to need a decision maker who is prepared to make hard calls and live with the consequences. Part of the secret sauce for this is making sure you make good on lengthening decision lead times and getting executive involvement buy-in on key decisions up front.
- Set and communicate priorities. The organization will be overloaded. Teams are willing to work in overload situations if they have a clear direction on priorities. Failure to communicate priorities will lead to losses in productivity as teams attempt to establish their own priorities or simply stall, not wanting to make a wrong decision.
- Leverage your vendors. Establish and actively manage your key vendor relationships by calendaring regular meetings with senior leadership counterparts. Set these discussions strategically before significant milestones. You will be surprised how much more engaged your consultants are when they know the big boss will be looking in. Top-to-top discussions can also be leveraged to increase vendor accountability. I have seen vendors perform great feats to complete a job when they know a positive reference can be obtained.
- Establish a management reserve. I have yet to see a project that is not in some way influenced by optimistic estimates upfront. All parties are vested in putting forward the lowest possible cost as part of the business case. Here is a bulletin: The team will rapidly consume its own contingency. Keeping a management reserve will allow you to take the pressure off the team when times inevitably get tough and will allow them the ability to make the right decisions for the organization.
Small Business Software Solutions
Collaboration apps
1> leverage open-source and low-cost cloud resources where possible ( eg Google apps for work base edition etc ) to coordinate employees
Web Business apps for service businesses
2> if you need pre-built, custom business app suites look for low-cost app suites priced per user ( or use Grails to generate apps )
Easy free NoSQL database
3> Couchdb is a good free NoSQL database ( similar to Mongo but free ) and easy to use
Easy way to generate Web apps
4> Grails is the easiest, fastest way to generate Web apps ( MUCH faster than what we use at DMX )
Easy way to generate Web reports
5> Grafana or BIRT let you create reports and graphs quickly on Couchdb data
Easy, secure way to share files over the Web
6> Google drive is very low cost way to share files over the Web
Easy way to do web meetings
7> Zoom is only $15 per month for good quality Web conferencing
Great free office suite
8> Libre Office is all of Microsoft Office and more free
Great free Web CMS Portal
9> Liferay has a community edition bundled with a Tomcat server that can be run local or in a cloud server for a free Web CMS that does a lot
SEO web site tips
Networking sites
Boston New Technology networking group
$99 / yr for 20 events in Boston - blockchain, AI, startups etc
https://www.capestart.com/research/index.php
Other Consulting Services Company sites
Cape Start - Boston - development, blockchain, AI, data management
https://www.capestart.com/research/index.php
data management services
https://www.capestart.com/research/
Intelligent machines and AI algorithms depend on high quality datasets on which to practice machine learning. The process of designing and building a dataset, and preparing it for analysis is however tremendously laborious, involving many mundane iterations, exploration and analysis. Many data-driven organizations are finding they lack the resources or time for adequate data preparation which ultimately impacts the quality of their algorithm.
Contract Services
Traditional Services firms
Ranstadt
RHI
Partner Firms
IBM
Wipro
Deloitte
Accenture
AWS
PWC
online contracting
https://www.upwork.com/hire/graph-databases-freelancers/
Details
Next Steps
Biogen project presentation - QCG
https://drive.google.com/open?id=1kmcLaVW-p4AZuo1lUIvu8R50DawT4mEA
good template to address customer project needs
Related articles
Link
Instructions - Move sites between Confluence instances
- How to Export a Space in Confluence Cloud to xml zip file
- How to Import a Space in Confluence Cloud from xml zip file