Another phase of the revival involves training provision!
Just released an overview of our safety risk management training courses - see following link.
https://sites.google.com/site/oldbam/factsheets/safety-and-risk-management-training
There are big elements of system design and software simulation in all this so make sure you know what your doing (see previous posts).
Hopefully the training pack will help bring through some new physics/engineering/computing talent.
All things computing, software engineering and physics related! Now also including retirement stuff.
Tuesday, 26 May 2015
Monday, 30 March 2015
Do you value innovation?
So the past few months have been extremely interesting on the work front.
One of the activities I've been involved in is building innovation ideas for a major rail client.
The transport industry in the UK has gone mad with innovation. All sorts of 'innovative' schemes are hitting the streets for all and sundry to bid for. Which in itself it's not a problem provided the value of submissions can be evaluated appropriately. However, therein lies the problem. Just how do you value an innovation idea.
I suppose it's relatively easy if the idea is well advanced and the value can be measured in a business generated manner. However, the ideas we came up with are potentially major game changers. Value gone bonkers but not easy to demonstrate when what's needed is a period of research to prove the idea has legs. Not easy to show what the return on investment is.
To get these ideas off the ground there is a need to be able to play around and try out things to develop proof of concept or a demonstrator. However, not everyone views this 'playing' the same - one classic comment was 'well they are great ideas to fund student beer drinking for a year'. Fortunately, they (eventually) saw the potential value was worth funding the beer for a while ;)
Bigger organisations appear to be more comfortable with incremental change rather than radical new ideas, as most have ready made processes in place for evaluating and funding them. The radical changes need to be part of a research and development approach. R and D does not sit well in most of these organisations.
Our solution ..... see future posts on how things work out.
Thursday, 29 January 2015
Big Data Stories
Wondering what big data is all about?
A few examples of 'big data' projects recently - published on my asset management Scoop.it topic area.
Asset Management Engineering | Scoop.it
A few examples of 'big data' projects recently - published on my asset management Scoop.it topic area.
Asset Management Engineering | Scoop.it
Tuesday, 23 December 2014
2014 theme park
The aim for 2014 was to get back into some form of programming in some way. Which I did manage to some extent.
Had and excursion into IFTTT programming (if you can call it that) - probably the sign of 'the internet of things' to come I would imagine. Anyway it turned out to be ridiculously easy. Must come up with a better challenge for 2015!
I also got to actually look at the workings of some code as part of a software QA review. It was related to a cock up that cost a lot (and I mean a lot) of money to plaster over the cracks. Was an interesting activity all the same. Showed in gory detail how easy it is to slip into the trap of thinking you know what you are doing on code creation until the complexity of it all - like boiling a frog - takes you into no-mans land. Result being that you haven't a clue what the thing is doing and have no way of checking if its right - belief system engineering.
In fact I have just seen a recent post in Forbes magazine about learning to program in 6 months. Only slightly made my blood boil. I dread to think what level of programmer is being churned out. More work for the ones who can sort out the mess, so shouldn't complain.
Agile was another theme for 2014. I was pleased that I managed to actually figure out how to publish a book on Amazon (Agile Random Walks - check it out) - which was again ridiculously easy. Now just need to start work on the next one!
All in all a good year for me for touching base with what really matters.
Onward and upward ....
Had and excursion into IFTTT programming (if you can call it that) - probably the sign of 'the internet of things' to come I would imagine. Anyway it turned out to be ridiculously easy. Must come up with a better challenge for 2015!
I also got to actually look at the workings of some code as part of a software QA review. It was related to a cock up that cost a lot (and I mean a lot) of money to plaster over the cracks. Was an interesting activity all the same. Showed in gory detail how easy it is to slip into the trap of thinking you know what you are doing on code creation until the complexity of it all - like boiling a frog - takes you into no-mans land. Result being that you haven't a clue what the thing is doing and have no way of checking if its right - belief system engineering.
In fact I have just seen a recent post in Forbes magazine about learning to program in 6 months. Only slightly made my blood boil. I dread to think what level of programmer is being churned out. More work for the ones who can sort out the mess, so shouldn't complain.
Agile was another theme for 2014. I was pleased that I managed to actually figure out how to publish a book on Amazon (Agile Random Walks - check it out) - which was again ridiculously easy. Now just need to start work on the next one!
All in all a good year for me for touching base with what really matters.
Onward and upward ....
Tuesday, 14 October 2014
Agile strategy development and random walking
All this is seeming very topical at the moment with a recent Times newspaper whole Raconteur supplement on the subject (14th Sept 2014 edition - not on the site for downloading just yet). So I thought I would expand a bit on the thinking and linking - well more linking than thinking actually (more in line with an agile approach)!
How does the agile strategy development link to the concepts presented in the 'Agile Random Walks' monograph (ref: http://www.amazon.co.uk/AGILE-random-walks-Random-walk-ebook/dp/B00NF5J4C2 )?
If I could draw this in a diagram I would (Random Walk no. 3 concept) - but I can't, so this will have to do - sorry ;)
Element 1 - Blue Sky thinking. This effectively relates to defining the end states for your 'equifinality' approach (Random Walk no.14 concept) coupled with 'viewpoints' of the future business (RW no. 15 concept)
How does the agile strategy development link to the concepts presented in the 'Agile Random Walks' monograph (ref: http://www.amazon.co.uk/AGILE-random-walks-Random-walk-ebook/dp/B00NF5J4C2 )?
If I could draw this in a diagram I would (Random Walk no. 3 concept) - but I can't, so this will have to do - sorry ;)
Element 1 - Blue Sky thinking. This effectively relates to defining the end states for your 'equifinality' approach (Random Walk no.14 concept) coupled with 'viewpoints' of the future business (RW no. 15 concept)
Element 2 - Horizon planning. Making links to your blue sky thinking 'touchpoints' which covers a bit of RW no 3 and a bit of RW no. 7 and a bit of RW no. 10 and a bit of RW no. 13.
Element 3 - Roadmap for the year. Development of more tangible activities for the 'touchpoint' areas which covers RW no. 2, RW no. 5, definitely RW no. 7.
Element 4 - Immediate plans which covers RW no. 4, RW no. 6 (if you must), RW no. 8 (absolutely), RW no. 11, and finally RW no. 12.
I think that stacks up as an approach?
Moving on .....
I think that stacks up as an approach?
Moving on .....
Monday, 6 October 2014
4-Elements of developing an agile strategy!
The proposed elements of an agile business plan look a little bit like those of a traditional business plan. The main differences are around the timescale for delivery (or failure) of initiatives and the ability to trial a business option RIGHT NOW!
So what do the 4 elements look like - note the following steps need to be drawn as a diagram not written up as as loads of words - not very agile that!
Element 1: 'Blue sky' thinking (beyond 5-years) - what does the target market look like with unconstrained thinking - new tech, new processes, new people, new information .... whatever. Your change to have fun predicting the future vision for the market sector.
Element 2: Horizon planning (up to 5-years) - identify areas of your service/product that has the ability to 'touch' this sky. You don't need any detail - its still horizon planning - just think through areas which have a link to the sky. Draw in the 'touchpoints' (links) on the diagram.
Element 3: Roadmap for the Year (6-12 months hence) - bit of chicken and egg thinking - taking the touchpoint areas and identify what you need in your toolkit to get into these areas. Do you need to re-vamp (pivoted) any current services to address the touchpoints? Do you need supporting infrastructure to access the touchpoints? Do you need new skill sets to enter the touchpoints effectively? etc.
Element 4: Hear and now planning (0-3 months hence) - these 'Do you needs' are your RIGHT NOW initiatives. Where possible start small and grow into them. The key ingredient is starting something RIGHT NOW to begin entry. Maybe you have some existing projects that can help build credibility and capability in the touchpoint areas - get people on them RIGHT NOW. These projects should be aimed at delivering something in the touchpoint area within a timescale of at most 1 month. No long-term projects where people can hide for months on end only to find out it doesn't work at the end. UP - RUNNING - RIGHT NOW - QUICK - RESULTS. Fail = move on to the next project. Pass = push for the next stage of the initiative, follow on work, product development etc.
(p.s. don't take your eye off the day job - try and integrate the RIGHT NOW projects into the day-to-day as much as possible.)
If you can't do the 'RIGHT NOW' bit then forget even trying to be agile in your planning. If you find yourself in the 'lets put together a business case for presentation to blah blah ....' then you have already lost the plot before you even start. Make sure the organisation ready for such rapid fire or you will fail.
How to run a RIGHT NOW project ......
So what do the 4 elements look like - note the following steps need to be drawn as a diagram not written up as as loads of words - not very agile that!
Element 1: 'Blue sky' thinking (beyond 5-years) - what does the target market look like with unconstrained thinking - new tech, new processes, new people, new information .... whatever. Your change to have fun predicting the future vision for the market sector.
Element 2: Horizon planning (up to 5-years) - identify areas of your service/product that has the ability to 'touch' this sky. You don't need any detail - its still horizon planning - just think through areas which have a link to the sky. Draw in the 'touchpoints' (links) on the diagram.
Element 3: Roadmap for the Year (6-12 months hence) - bit of chicken and egg thinking - taking the touchpoint areas and identify what you need in your toolkit to get into these areas. Do you need to re-vamp (pivoted) any current services to address the touchpoints? Do you need supporting infrastructure to access the touchpoints? Do you need new skill sets to enter the touchpoints effectively? etc.
Element 4: Hear and now planning (0-3 months hence) - these 'Do you needs' are your RIGHT NOW initiatives. Where possible start small and grow into them. The key ingredient is starting something RIGHT NOW to begin entry. Maybe you have some existing projects that can help build credibility and capability in the touchpoint areas - get people on them RIGHT NOW. These projects should be aimed at delivering something in the touchpoint area within a timescale of at most 1 month. No long-term projects where people can hide for months on end only to find out it doesn't work at the end. UP - RUNNING - RIGHT NOW - QUICK - RESULTS. Fail = move on to the next project. Pass = push for the next stage of the initiative, follow on work, product development etc.
(p.s. don't take your eye off the day job - try and integrate the RIGHT NOW projects into the day-to-day as much as possible.)
If you can't do the 'RIGHT NOW' bit then forget even trying to be agile in your planning. If you find yourself in the 'lets put together a business case for presentation to blah blah ....' then you have already lost the plot before you even start. Make sure the organisation ready for such rapid fire or you will fail.
How to run a RIGHT NOW project ......
Saturday, 27 September 2014
Agile strategic planning - from here to there!
Following publication of my first 'monograph' I am in the process of applying the ideas to business development. Just in case you missed it http://www.amazon.co.uk/AGILE-random-walks-Random-walk-ebook/dp/B00NF5J4C2
Most business planning goes like this;
1 vision
2 strategy
3 business plan
4 target areas
5 action plan
or there and thereabouts.
Reality:
By the time you have worked through the vision and strategy (probably for the umpteenth time) everyone has lost interest and gone back to the day job. The business plan gets rammed home as you have to put together the budget for next year, targets are 'set' then the monster tracking spreadsheet (ouch - you know how much I like these things) is created with great precision to beat you up each month for doing 'plan says' stuff.
Plan not working warning, warning!
Alternative approach needed:
Rapidly changing environments around client businesses means your planning needs to be 'agile' to keep up with the times. What used to 'work' on a planning time-base of a year may now be too slow and rigid. Especially so if you actually want to present your company as being ahead of the drag curve in its products and services!
You still need a vision but how can you build a strategy that still delivers year on year, accounts for your current business capabilities and keeps pace with current trends. More of a prophet than a profit warning.
Currently working up the initial viewpoint .....
Most business planning goes like this;
1 vision
2 strategy
3 business plan
4 target areas
5 action plan
or there and thereabouts.
Reality:
By the time you have worked through the vision and strategy (probably for the umpteenth time) everyone has lost interest and gone back to the day job. The business plan gets rammed home as you have to put together the budget for next year, targets are 'set' then the monster tracking spreadsheet (ouch - you know how much I like these things) is created with great precision to beat you up each month for doing 'plan says' stuff.
Plan not working warning, warning!
Alternative approach needed:
Rapidly changing environments around client businesses means your planning needs to be 'agile' to keep up with the times. What used to 'work' on a planning time-base of a year may now be too slow and rigid. Especially so if you actually want to present your company as being ahead of the drag curve in its products and services!
You still need a vision but how can you build a strategy that still delivers year on year, accounts for your current business capabilities and keeps pace with current trends. More of a prophet than a profit warning.
Currently working up the initial viewpoint .....
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