Admin

task log

https://drive.google.com/open?id=1FqWpxV2q1EcZVvL02bC_y7r2EqxM7PiG

work log

billing link

my zoom

https://zoom.us/j/7559713046

sites: 

swt

sth 

swh

gft

emails 

jim.mason

j.mason

Key Points

References

Key Concepts

Client Solution Delivery Process

SWT-Services-Delivery-Process-v1.docx

• Client identification
• Discovery
• Assessment
• Plan
• Design
• Deliver
• Support

The SDP is a partnership between the Client and the Provider

At any stage, where the partnership isn't working it should be repaired or the project closed out at that point

Throughout the process, all types of documentation are created, reviewed, approved

While there is no hard rule on the size of a phase, it's expected that:

• Discovery about 5 to 10 work days  ( not calendar days )
• Assessment - TBD length
• Solution Definition ranges from 1 to 4 months depending on scope often including a POC
• Solution Delivery has no set range

Discovery Phase ( non billable ) - understand client needs - what to do?

• Client Discovery Goals
• Provider understands client needs
• Client understands conceptual benefits of a solution in their business sector
• Define the Key Stakeholders for the Assessment and the Solution
• Gain client commitment to a Solution Definition or an Assessment
• Outputs
• Client needs summary to explore together
• Provider capabilities summary
• Meeting to set next steps - Assessment, Solution Definition or ?
• Checkpoint Decisions
• Are the needs well defined?
• Are the solution concepts understood?
• Have the deliverables and responsibilities for the Solution Assessment or Definition been agreed to?
• Are both parties committed to a Solution Assessment or a Definition?
• Activities
• Clarify Expectations on our process and potential value delivered
  • Opportunity Assessment, Roles, Expectations, Solution Process
• Client Need identification, Alternatives tried, Alternatives available
• Stakeholders
  • who are the key stakeholders:  business sponsors, solution owner, solution champion, solution providers, solution customers, competing stakeholders ( internal, external )
    • what are their relative decision making impacts at each stage of the process?
  • expectations on opportunity definition, scope, resources, timelines
• Client Qualification for Assessment or Definition Phase
• Provider offers potential solution value for technologies - FBR - feature - benefit - response
  • blockchain, data services, automation, analytics, IoT integration, machine learning
• Handle concerns immediately or schedule follow-up actions
  • provide relevant references when needed
• Set Next Steps together
  • If client is committed, move to Definition Phase
  • if client has open concerns, move to Assessment Phase to resolve concerns

Assessment Phase ( if needed, non-billable ) - define client opportunity - why do this?

• Client Assessment Goals
• Define the client opportunity assessment
• Gain client commitment to a Solution Definition or an Assessment
• Outputs
• Create Opportunity Assessment report with stakeholders as a team project
• Meet to review Assessment and set next steps - Solution Definition or Solution Delivery or ?
• Checkpoint Decisions 
• see the Key Question list below
• Activities 
•  Clarify
  • Opportunity Assessment, Roles, Expectations, Solution Process
  • Define phases for analysis, design, delivery, support
  • Kickoff Analysis Project
• Assessment is normally a pre-sale activity and no charge unless work is expected to be extensive
• Assessment project results delivered at an assessment meeting with key stakeholders
• Define the solution strategies
• Review related solution features to assess value, costs, risks, support ( VCRS ) concepts
• Answer Key questions
  • Who are the key stakeholders?
  • What is the current state ?  factur3.i 
  • What has worked?  hasn't worked?
  • What's the driver for change?
  • What's the target state ? factur3.o 
  • What's the VCRS required?
  • What's the Solution strategy?
  • What's the Solution scope?
  • What are the suggested system interfaces?
  • What is the suggested runtime environment?
  • What are the next steps ?
• Proofs as needed
  • References 
  • Proof of Technology
• Create SOW for Definition or Delivery Phase

Plan Phase  ( billable ) - plan client services or solution - how to do this?

Given

• the assessment is completed
• a completed Statement of Work for the responsible parties
• access to supporting teams ( in-house, external )
• current prioritization of the project by all parties

The project team should be able to complete the Project Plan now

Tools like Jira or other templates are useful for shared project plans accessible by authorized parties

Design Phase  ( billable ) - design client services or solution - how to do this?

• Definition Goals 
• Get Commitment to Deliver Solution
• Get Resource commitments for Solution 
• Outcomes  
• Define Solution Detail Requirements
• Define Solution Design
• Define Project Plan
• Define Solution Architecture
• Checkpoint Decisions
  • Answer or Confirm Key Questions with data, input
  • Who are the key stakeholders?
  • What is the current state ?  factur3.i 
  • What has worked?  hasn't worked?
  • What's the driver for change?
  • What components, services and resources can be reused?
  • What's the target state ? factur3.o 
  • What's the VCRS required?
  • Who will sign off on the production deliveries?
  • What are the next steps ?

• Activities
• Definition
  • Project Charter = Summary VCRS
  • Vision, Need, Opportunity, Challenges, Scope, Deliverable, Solution Strategy, Roles, Responsibilities, Risks, Resources Summary, Timelines, Change Process
  • Requirements workshops as needed
  • High level requirements document
  • Define user journeys
  • Define requirements epics and stories
  • High level delivery roadmap document - high level Safe program doc
  • High level acceptance criteria document for critical items
  • Project Risk Mitigation Strategy
  • Potential POC on any critical feature
  • Complete analysis project
  • Kickoff Delivery project

• Design
  • Define architecture decision log
  • Define detail infrastructure and services
  • Define detail test plans
  • Design workships as needed
  • Schedule deliverables into Products, Release Plan, Features, Sprints
    • Sprints have concurrent activities for - design, test, develop, infrastructure, acceptance
• Plan
  • Define the project governance team
  • Define the project budget
  • Define delivery strategy and implementation rollout
  • Define delivery roadmap > products > releases > features > sprints
    (  time period - vertical,  responsibility swim lanes - horizontal,  deliverables in cells, color code for risk - RGY, background color for status: completed, open )
  • Define delivery plan and calendar
  • Define ECT - Engineering Change Template - what, why, who, how, when, how much, approvals
  • Delivery Cost, Time, Criteria, Budget, Change process finalized with client
  • Project Management Model - Agile ? Scrum ? Test-Driven Delivery ? Functional - Non-functional KPI ?
  • Define training, documentation and testing plans
• Proofs as needed 
  • Proof of Concept
  • Proof of Value 
    
    
• Create SOW for Delivery Phase

Delivery Phase ( billable ) - deliver client services or solution - how are we delivering this?

• Delivery Goals 
• Deliver the Solution 
• Integrate the Solution
• Test the Solution
• Implement the Solution
• Outcomes 
• Solution and Sprint roadmaps
• Solution  Architecture Decisions Log
• Checkpoint Decisions 
• Has the solution strategy changed?
• Have the solution resources changed?
• Have the solution objectives and metrics changed?
• Has the solution been validated?
• Have the functional requirements been fully addressed?
• Have the non-functional requirements been fully addressed?
• What adjustments are needed for the solution, the rollout?
• Activities 
• if Definition Phase NOT done separately then include the deliverables from that phase here ...
  • Definition above
  • Design above 
  • Plan above

• Manage Plan
  • Test workshops as needed
  • Program with Sprints:
    • Program planning for Sprints
    • Features and Deliverables as Epics, Stories, Bugs, Estimates with Planning Poker,
    • Standups on Sprint execution - Sprint cycle ( plan, deliver, test, retro )
    • Sprint Demos - functions, designs, tests etc
    • Sprint Retros - what was done well ? what can be improved ?
  • Define EDC - Engineering Design Change when needed in EDC log
  • Define ECR - Engineering Change Requests when needed
• Deliver
  • Program phase kickoff / completion planning
  • Release plan updates
  • Sprint execution - plan, build, demo, review – DOR, DOD
  • Project updates
  • Test execution and acceptance
• Implement
  • Project infrastructure setup
  • Solution and test IAM
  • Solution and test build setup
  • Deployments
  • Infrastructure quality checks

Implementation Phase  ( billable ) - how to implement this?

• Goals 
  • define implementation use cases and requirements
  • update environment strategy
  • define rollout strategy
  • define rollout teams
• Outcomes 
• Checkpoint Decisions
•  
• Activities

Support Phase  ( billable ) - how to support this

• Goals 
  • operations
  • support
  • maintenance
  • governance
  • training and onboarding
• Outcomes 
• Checkpoint Decisions
•  
• Activities
• Support

Solution Delivery Concepts - Selected Roles

https://drive.google.com/drive/folders/1t8aIUOcZGIDt19FkQ9fQDBGQD7zUh3Z1

• TSE  - Technical Sales Engineer -
  • assess solution needs
  • scope deliverable, roles, responsibilities
  • assess blockchain need, requirements
• SA - Solution Architect
  • solution design -  UX, APIs, data services, other services, IAM
  • SOW for solution - tasks, deliverables, design concepts
  • test specifications
• System Architect
  • low level design, details for implementation
  • systems integration client, cloud, other
  • platform and services integration, deployment, support
• PM
  • project definition, management, tracking, plan with WBS
  • deliverables, roles, budgets, timelines, risk mitigation
  • Agile management
• more

SWT Project Process Standards

• It will be amazing if all group meetings could comply with proposed time with an emphasis on greater engagement and value creation
• Key outcome/result of the important group meetings to be noted down
• Designs TBD by mutual consensus among Architect,Product Owner and Product Manager
• Any deviation in the implementation from the design needs to be justified and documented to appraise others of the logic driving that change
• JIRA to be embedded as a strategy for product development assessment and better appreciation of the team contribution
• A documented artifact on the individual products will be highly valuable for all the new members to be at sync with the team and start contributing
• A periodic update for appraising Pramod on the works in progress will be excellent     

EBC MVP followed all these practices and more

except we did our use cases and stories in GDocs for most of the project before moving to Jira

EBC succeeded because we had key user input continuously.

We ran 1 week sprints normally with 2 user meetings weekly to update designs, review progress.

Rapid Solution Delivery concepts - RSD

assumes quick cloud standups for ...

Identity - Authn passwords, OpenId, OAuth2, SASL, other ..

Wallets - identity, credentials, proofs, recovery

Authorization - RBAC, ACLs, Account Authorization

MySQL

Grails, Spring Boot, JHipster Lite ?

BIRT, Grafana or Talend / Pentaho or ??

IoT with Nodered

Messaging Pub / Sub with Kafka / Spark / Beam

Services with Pulsar ?

Hyperledger Firefly

Events with Pulsar .. ???

Fabric BAAS - use asynch msgs to write to ebc for performance after db updates, record block transaction id in db

1. write transaction to MySQL return tid
   1. if needed, link files to MySQL tid
2. write transaction to Fabric with tid return bid
3. update MySQL tid with bid

Potential Value Opportunities

Industry Standards > Use Cases > Problems Solved

VCRS

VCE

FACTUR3DT.IO

ISR, ISP

SWT.SDP

SOS > SMART OBJECT SERVICES > SOLID 

SQL

JDBC

DRDA

LDAP

K8S

IETF.SATP

W3C.DID

W3C.VC

ERC.

Candidate Blockchain Applications

data compliance on personal data in applications

data governance and data quality tracking

asset registrations

asset fractional ownership

asset field services maintenance - labor and parts

asset automated maintenance with sensors

reverse logistics with escrow transactions

simple logistics - carriers ??

simple payment service via ??? 

references to compare

IBM DATF

Data Governance using Blockchain

Context - define a domain to analyze

1. Describe the domain of interest, network participants, key successes, challenges and opportunities
   1. for each role, complete a factur3.io analysis 
2. Does the virus impact increase or decrease the need for collaboration across orgs and individuals?
3. Are there incentives for participants to work together?
4. Does collaboration on the supply chain, medical delivery, drug development involve significant regulations, jurisdictions?
5. Is there value in identity proofs in the network?
6. Is there value in transaction proofs in the network?
7. Are there escrow transactions in the network that are reversible?
8. Are there assets, services or maintenance that needs to be ordered, scheduled, tracked, billed?
9. Are there contract services that need to be verified, insured, contracted, assigned, scheduled, login, logout, inspected?
10. Is private data important?
11. Is shared data important?
12. Do transactions have a lot of associated data or documents?
13. Are there specific transactions where response time is critical?
14. Are there

Opportunity

1. usually it's a multi-party issue ( eg internal lead tracking system uses identities of external users, orgs etc )
2. handling data correctly is now a legal issue in many instances ( HR, sale, service, testing, inspection, transactions etc )
3. usually a combination of case management and data governance on blockchain is enough
4. can reduce liability in many cases for companies

Solution

1. entitities ( users or orgs ) are tracked as cases in 360 view
2. can be omnichannel inputs ( voice, email, data, sms etc )
3. key events are defined ( enrollment, termination, removal, subscriptions, consents, transactions, requests, contracts .. )
4. metadata driven forms, services ( DOM - Grails )
5. identity options:  direct w PKI, OpenId, LDAP, )
6. authorization options: roles, business units
7. user networks
8. incentives for data sharing, reporting, community activity
9. STEAR - search, track, escalate, audit, remediate
10. online, api, batch scheduled

Expected Impacts

1. transparency with clients ( potential self service options for clients )
2. trustless model for data handling
3. easy audits
4. lower operations costs when automated inline
5. accuracy
6. utility
7. timeliness
8. resource, risk, revenue efficiencies

References

https://www.linkedin.com/pulse/blockchain-governance-challenge-opportunity-laura-spinaci-pmp-itil/?trackingId=zYr4QJG0SaCwXQnZZrx4uw%3D%3D

COVID related solutions

Tracking services work orders, contractors, fulfillment, supplies, certifications on work completed

Tracking test supplies, consumption rates vs infection rates by locality to optimize test supplies and testing.

Paramount contact with IBM on partnerships

Saptarshi input on IBM opportunities

Fwd: IBM Follow Up -- thanks for lunch!
Inbox
x
Saptarshi Choudhury

3:04 PM (6 hours ago)
to me

Please review and let me know what you think

---------- Forwarded message ---------
From: Saptarshi Choudhury <saptarshi@paramountsoft.net>
Date: Wed, Nov 6, 2019, 3:14 PM
Subject: Re: IBM Follow Up -- thanks for lunch!
To: Mahua Chatterjee <mahua@paramountsoft.net>
Cc: Pramod Sajja <sajja@paramountsoft.net>

Mahua

I agree with you and my take is to remove the layers in the transaction and not limit ourselves as a VAR or sales partner of IBM.If we position ourselves as an ISV just like Chainyard did then we deal directly with the IBM team globally.We also need to have a dedicated resource for all these relationships going forward who can address both the technical and business aspects well to promote our interests periodically.The concept of partnering is not limited to IBM but extended to few others in Q1 2020.We might consider Microsoft,SAP/Oracle as well to use their global outreach to sell our solutions and services but we need to be sure what we are selling or trying to promote that is aligned with our long term vision and strategy.

On Tue, Nov 5, 2019 at 10:33 PM Mahua Chatterjee <mahua@paramountsoft.net> wrote:
My thoughts - based on dealing with tech broker has always been a challenge. While IBM is flexible it is these brokers who are a pain.
Solution: We need a dedicated Partner Relationship / Liasion Manager who is going to manage the relationship with IBM directly, and dedicated marketing exec who can support the campaign development, and management. This would ensure we are always in front of IBM decision-makers and stakeholders. I know you may think of Michael - but dealing with Michael, I have learned he is technically very challenged, is completely dependent on managing portals, and may not be capable of using the tools IBM provides. This person has to be 100% engaged in the communication, and project life cycle - literally make the office of IBM his / her office. If we can't get this - we will fail.

I checked the list - the below is what we should remain focused on.

Technologies (besides Blockchain)
IT Infrastructure - We have some experience and also the technical expertise & past performance to showcase (GA DoAS).
Software Development - we can dig in a little and find out which applications are their challenges. Often times the smaller projects that do not have the high margins are something IBM may not want to pick up (for example public sector or a small project in a large enterprise) and we can pick those development work for them. We have the technical resource team - this is how Tech Ms, Infosys, and the CTSs started. They started as partners with small development work and later expanded.
Business Needs
Business Operations - We have the technical consultants who can support our initiatives.

If we just focus on the above and Blockchain - we will have enough on our plate.

I will work on the value add - waiting for a friend who was working in IBM for a long time to provide some inputs.

Mahua Chatterjee
Marketing & Communications I Process Management

ISO 9001: 2015 Certified Company
Office: 770.857.8348 Ext. 305 I Direct: 678.383.2005
Website I Facebook I LinkedIn I Glassdoor I Twitter
Computerworld Best Places to Work in IT 2018 I Atlanta Business Chronicle Best Places to Work 2017
Inc 5000 Fastest Growing Companies in America I Inavero's Best of Staffing Talent Satisfaction 2018

Staffing Industry Analyst Best Staffing Firms to Work For 2017
_____________________________________________________________________
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On Tue, Nov 5, 2019 at 9:09 PM Pramod Sajja <sajja@paramountsoft.net> wrote:
Mahua, Saptarshi,
The meeting with IBM went well. I need help with point 4 from Ally’s email below - Paramount Value add to IBM.
Ally asked we need to explain how Paramount offerings can add value to IBM once our services are embedded.
She also suggested to go through both product and services catalogue and pick 5-6 items and not just Blockchain. I will pick those and will take care of online registration and signing. Some of the highlights of today’s discussion

1. This whole process can be done within a week
2. We can use their logo any way we want
3. They are open to co-marketing of events and also co-sponsor IBM events which gives an option to first dibs on all clients who attend
4. Very flexible to do joint webinars, events etc
5. Leads from IBM comes from personal relationship with the stake holders.
6. We are encouraged to visit their R&D center in Raleigh, NC
7. She will also introduce to IBM Blockchain folks in Atlanta and surrounding areas.

Regards

Pramod Sajja
Cell: 770 331 1030

Begin forwarded message:

From: Allandria R Dawson <Allandria.R.Dawson@ibm.com>
Date: November 5, 2019 at 2:38:18 PM EST
To: sajja@paramountsoft.net, michael@paramountsoft.net
Subject: IBM Follow Up -- thanks for lunch!

Hi Pramod and Michael,

I enjoyed meeting with you today. I believe that IBM and Paramount Software will do great things in the future. As promised, here's a short list of next steps that we discussed over lunch.

1. IBM Software and Services Catalogue - Please visit this link and browse the solutions/services that you think would fit best in your Embedded Contract. We can schedule some time to review your choices after you complete the online agreement. https://www.ibm.com/products

2. Review your Tech Broker (Distributor) options. I've attached a Tech Broker Catalogue to this note for your review.
- Arrow
- Tech Data
- Ingram
- Insight

3. Sign up for the Embedded Agreement - I've attached the instructions PDF to this note. Please follow slides 14 - 19. Please skip slide 16 and use Option 2 on slide 17.

4. Please send a paragraph explaining your Value Add - the value IBM's technology provides when embedded in your services.

Once these items are complete, we'll schedule time with your Tech Broker and my technical counterpart to discuss which solutions/services you'd like to embed, pricing, and strategy. I will also introduce you to the Blockchain and marketing team.

Best,

Ally Dawson
Embedded Solutions
IBM Global Business Partners
Phone: 1-678-372-8835
E-mail: allandria.r.dawson@ibm.com
linkedin.com/in/allandria-dawson

My blockchain strategy ideas .... to Saptarshi

Hi Saptarshi

I agree we need to focus our blockchain business partnership on Hyperledger and IBM initially. Collectively, they have the largest portfolio of enterprise blockchain projects ( vs crypto projects ) that covers many verticals - a great business opportunity for Paramount to build a growing practice on.

A solid IBM alignment will add a lot of credibility in our marketing efforts with clients as well as providing early release software and roadmaps that impact our delivery costs and capabilities.

I like all of Mahua's ideas. I would follow Ally Dawson's ideas as a starting point but agree that we should look to grow IBM relationships beyond that. How do we get leads from IBM? By helping them meet their business goals. That win-win model worked great when I was at OTI and with my own consulting business. 

As an ex-IBMer, I had the primary IBM interface role as product manager for ENVY/400 at OTI. While OTI was "another software vendor" to IBM, we had more IBM investment than other partners - we got any hardware we wanted free, IBM provided their own engineers to work on my team. Eventually IBM decided they wanted more than our products, they bought OTI and set it up as the Eclipse foundation.

I also managed to build a direct partnership with my own consulting business on WebSphere and WebFacing technologies on IBM i. Once established, I wrote joint articles with IBMers from the lab, did a TV commercial for IBM WebSphere, did joint conference presentations, taught IBM courses to clients, created a WebFacing product extension and was hired by IBM to teach the IBM support team how WebFacing is used, integrated and extended.

Mahua's also right to focus on the easy starting points: infrastructure support, integration services, development services and training opportunities. I'm sure some of the larger blockchain initiatives have easy integration opportunities for companies that we could work on. One area blockchain doesn't exist yet at IBM is the IBM i platform. That was my specialty. The IBM i OS can't run Fabric software so IBM doesn't even market blockchain solutions to that market segment. Truth is IBM i now runs on Power 9 hardware which runs Linux VMs and containers for Fabric just fine providing an integration environment that works today in addition to the standard cloud platforms for IBM i customers. And no one even notices... Some of those IBM i shops need to participate in Fabric networks as clients or maybe even a host node. Helping IBM modernize the IBM i platform on blockchain integration when no one else is doing it is an open slot for us. That would get IBM's attention.

I've also helped promote Hyperledger Fabric to the MOBI blockchain community. Here's the link to our Vehicle Identity standard published this year. I was part of the core team.

https://dlt.mobi/wp-content/uploads/2019/07/DLT-based-VID-Business-Review.pdf

As a result of that success, MOBI added our core team to 2 new standards projects: Vehicle Identity Phase 2 and Connected Mobility and Data Market. Both are core to all blockchain mobility solutions providing interoperable standards for all parties. It takes about 3 hours per week to support the MOBI work. The nice part is most of the major players in the mobility space are on the core teams with me.

With rollout of Fabric version 2x in 2020, the major changes in the development and administration models provide an opportunity for us to promote and deliver solutions on the platform with the Hyperledger and IBM teams. We'll have to selectively focus on specific marketing activities by quarter. We also need to continue to grow our technical capabilities on the Fabric ecosystem and our related certifications. We also need to have a related internal development program for our marketing and technical teams. We need to harvest our blockchain solutions to expand our marketing to related organizations in the same verticals and reuse common services we've delivered to lower our delivery costs and time frames going forward. That formula worked well for OTI when I was there.

If the Goal is: Build Paramount Software as a leading Blockchain Solutions Provider, strategies that make sense to focus on include:
Strategy 1 - Deliver a growing portfolio of solutions leveraging blockchain and related key technologies
Strategy 2 - Build our brand and our opportunities as a leading blockchain solutions provider in our target market segments and through our partnerships
Strategy 3 - Increase our delivery capabilities to match the opportunities

Let me know your thoughts.

Jim

Goal - Build SWT ( Sky Web Team ) as a leading Smart Digital Solutions Provider

SWOT Analysis

Strengths

SWT key experience & history

SWT key solution features

SWT key skills, certifications & references

Effective Solution Delivery Management - time, value, risk, cost, resources

High solution value

Low overall solution cost for delivery and operation

Low overall solution risk for delivery and operation

Key Success Factors Management

Weaknesses

rates

Opportunities

Threats

Strategy 1 - Build our brand as a leading digital solutions provider in our target market segments

1. Create online communities for parties on: SDS - smart digital solutions =  STS, SAI, SDM, SSM, SEA, SSA, SCA, SLT, SGOV
2. Direct marketing to clients
3. Partner with reps, agents
4. Promote brand through conferences, webinars, articles, partnerships, Hyperledger teams, industry working groups, YouTube
5. Responses to RFPs for blockchain solutions

Strategy 2 - Increase our delivery capabilities to match the opportunities

1. Basic blockchain certifications from Linux Foundation edx courses  
2. Cloud platform certifications - AWS Practioner
3. Hyperledger Fabric certifications - Firefly, Fabric, Aries
4. Other certifications - Java, Spring, 
5. Solution Mgt certifications - PMP, CPM, CSPO etc
6. Key Skills Training - Business Solutions - 
7. Key Skills Training - Technical - 

Strategy 3 - Develop key partnerships for SWT smart solutions and services

1. Hyperledger Fabric
2. Hyperledger Industry SIGs
3. Other blockchain related product companies
4. Other non-blockchain product companies
5. Larger service integrators without blockchain expertise and resources
6. Larger blockchain service providers needing subs

Strategy 4 - Deliver a growing portfolio of SWT smart solutions leveraging blockchain and related key technologies

1. Services engagements drive reusable frameworks and components
2. Services engagements drive candidate products 

Related Certifications

PMP

AWS

GAI

Potential Challenges

Useful Delivery capabilities for

1. Grails
2. Composer
3. Java, Spring Boot, REST
4. Fabric v2x admin, dev
5. Data Services - Kafka, Spark, Beam
6. Data Analytics - any toolset using data services, resources - descriptive, predictive, prescriptive
7. some blockchain - Besu, Corda tutorials
8. some languages - Node.js, Python, Go??
9. some cloud - AWS, IBM, Google
10. some integrations - ERP, CRM, payments
11. some IoT - RFID, QR codes, ultrasonic sensors
12. some ML - categorization, forecasts, decision optimization
13. some Devops - cloud, VMs, containers, K8s
14. some Security - IAM, pki, cryptography,security layers, threat vectors, attack surfaces

Candidate Solutions

Candidate Software Stacks for Blockchain Solutions

Project Definition and Management

Project Charter =>  GAPS

Project Definition => requirements  GAPS details - bpt

Project Plan => GSheets WBS -  deliverables w tasks / owners / hrs est / confidence

Project Reports - periodically -

Meetings, docs and workshops for design

Gsheets for project WBS

Requirements docs => model roles, responsibilities, audience, needs, use cases, artifacts, deliverables, applications, services, infrastructure, cicd, support, acceptance criteria, kpi, risk profile

Design docs => engineering decision log

Test cases - Selenium Web Driver, Cucumber, Postman, Openapi

Software Development

Jira for development task tracking

git

jenkins for CICD

java stack

or

javascript / nodejs stack

react front-ends

Software Runtime

on premise

cloud IAAS

cloud PAAS if needed

payment systems w existing customers ( buyer - seller model easy to build natural nets from )

jim
	thought leader

yuvaraj
meghali

incomm
	fintech dev co
	go studio -- tech team - looking for bc soln opps
		thurs call
		bc innovation team
		funded by incomm
		5 devs and cio on thurs
			45 mins
	how can incomm help us ??	
		do we have a dev team w right skills ???
	what partners do we need for success ???

i> upstream and downstream partners needed to add to net
i> existing whse mgt system interfaces as partners
	oracle, sap, msft, quickbooks, sage
q> do we have a product marketing roadmap ??
q> what are the roles - resps - challenges - benefits?

p> contact governor on solution later - pramod
i> limit what we share now 
g> share roadmaps on solutions w partners ?
q> what does incomm want ?  how do we fit?
	what is incomm's bc plan??  track and trace ??
is there overlap on our products / strategy on f2p ??
q> what's psoft product catalog / plan / status now ??


m> model for inno lab
	tech soln producer
	focus on domains to market portfolio
	IP value ?? sell it ??
	market domain customer base
	move to products

g> can they give us an alpha client for ps f2p?
g> get incomm to help create the f2p net with their payment systems
	that link buyer and seller now
g> sell them how our solution adds to their sales teams

s> strategy - partner w payment providers to build multi-party bc nets

a> shane - do we have a new demo of f2p now?

s> onboard strategy for clients
	incomm handles payments vs orders vs inventory
	we host the net
	ps owns net but not hosting
	

To discuss how to position Paramount's Farm to Plate solution with Incomm.
Gostudio.io is Incomm's Blockchain Innovation lab based in Atlanta. Please check it out.  


f2p product plan / status ??....

a> Incomm meeting to define relationship & roles - value propositions - responsibilities

Paramount Presentations 

101Blockchains Keynote

101Blockchain_Keynote-v3.pptx

https://drive.google.com/file/d/1rui1QFWd6lIlaqJ8LB6KxhJIoWmvdwXa/view?usp=sharing

101Blockchain_Keynote-v3.pdf

https://drive.google.com/file/d/1fXpjZtjsXlp0GkY_tAzJZtV8_MRc7vTy/view?usp=sharing

poll question 

how important is defining your business case and governance strategy for a blockchain solution now?

1  very important 

2 useful 

3 not needed at this time 

Presentation Timing

Step-by-step guide for Example

sample code block

Recommended Next Steps

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