Category Archives: Leadership

Digging a hole with Enterprise Architecture #entarchs

Some Sunday morning rambling & a couple of old Dilbert cartoons which may be pertinent & should at least be a amusing…

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So, you know the scenario. You’re in there with the senior management team & they want an answer to the question: why should we invest in this thing called Enterprise Architecture?

& the answer is: I dunno; or, you tell me; or maybe, you shouldn’t.

Because they are, of course, asking the wrong question. They should be saying: how do we improve our customer experience? Or, how do we reduce the cost of procurement? Or, how do we decide what we could target as shared services? Or…a thousand other critical business questions. To any or all of which EA may be part of the answer.

But you’ve been invited along to a meeting to explain why they need EA. So you’ve come to the wrong meeting.

& because they’re asking the wrong question, you’ll probably have to give them the wrong answer.

& you can’t directly tell them they’re asking the wrong question. Well, go for it if you feel like it. After all, they’re only senior management…

There’s a lot of discussion in EA circles about how exactly do we sell EA to senior management? & the answer is, of course, you don’t.

You don’t sell someone a spade if they don’t know they need to dig a hole. At least, I hope not – don’t want to be in the snake oil business. So senior management need to know what problems EA will solve, or what new opportunities EA can open up – they need to see what bigger better hole they can dig (themselves into?) with this shiny new implement (maybe not the best analogy, then, but you have to start somewhere).

So EA isn’t always the answer – it depends on the question, & you have to make sure the right questions are being asked then you can make sure you have the right answers.

So in that meeting, you need to get them to ask the right questions – ‘I dunno’ may be a pretty good first answer – followed by, you tell me what you need to do, & then I’ll tell you if EA can help you do it. Or, maybe not…because…

If you’re an Enterprise Architect, you might think EA is always the answer, or at least part of it – & I agree, you’re probably right. But the best way to test a hypothesis is to assume that you’re wrong – & maybe the customer doesn’t really need to dig a hole, at least, not until they’ve chopped down that tree. Great thing about EA is, it’s more like a Swiss Army knife than an axe or a spade – but if the customer only wants to dig that hole or chop down that tree, some kind of multitool might seem like overkill. So, find that hole that needs digging, use EA to help it get dug, & then…

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#fote13 Future of Technology in Education 2013

October 11th, Senate House, University of London, for this year’s FOTE. Random commentary:

Morning

Nicola Millard/Customer Experience Futurologist, BT: Clouds, Crowds & Customers. @docnicola. Customers. Students = consumers? The ‘Why can’t everyone be as easy as Amazon?’ syndrome. Critical: reduction of effort in things that have to do but don’t really value. Can we be as easy as Amazon to do business with? What is easy – what is business. Easy: reduce cognitive effort (finding stuff); physical (going places); emotional (frustration); time (ubiquitous impatience). Easy impacts vfm. Omnichannel customers – how do we manage customers who skip around channels. Link app, website, phonecall, email, F2F? How? Crowds. Collaboration – used to be called cheating. Ref: the prosthetic mind. No longer send naughty child to their bedroom, just where they want to be – <but wasn’t that the case years ago? Need to be very clear on what is really new, & what just appears new but fundamentally isn’t…definition of new?> Clouds. F2F can’t be replaced. <but who says it can/should be?> Seeing incredible flexibility in workspaces <but are most people seeing this? Again, have been hearing this for years…>

Alicia Wise/Director of Universal Access, Elsevier: Open Access: Challenges, Possibilities, Future Outlook. Developing business model. Rapid rise in R&D leads to rise in research, need for easy way to get it all out there <paraphrase!> Research = increasingly interdisciplinary; internationally collaborative & mobile; big data intensive.

Gwen Noteborn/Researcher, Maastricht University: Webcasts in Education: Mythbusters! Head of edl@b. Using mediasite/sonic foundry. Video collaboration software…The truth about webcasting! Is knowledge lost in translation? Research found not. Appreciation of/connection to teacher may be. Afraid seems to be just churning out a bunch of research results – most of findings intuitively available anyway. Will online recording replace F2F? No – social aspect. <Well, no, not comparing eggs with eggs, chalk & cheese, apples & pairs & all that – should have learnt from myth of TV replacing cinema – they are different things!>

Q&A: I only have one so far that I really won’t ask – “So, what else is new?”

CIO Fireside Chat. Yousuf Khan/CIO, Hult International Business School (Chair); Adrian Ellison/Director of IT, UWL; Richard Maccabee/Director, ULCC; Heidi Fraser-Krauss/IT Director, York; Cathy Walsh, Principal & CEO, Barking & Dagenham College. RM: trends – tensions between IT & T&L perspectives? HFK: can do technology change, but behavioural change hasn’t happened. <Doing Digital> AE: does Cloud change behaviours? <IT Governance/Weill & Ross – ‘to encourage desirable behaviour in the use of IT’> Staff – have encouraged behavioural change in students without changing themselves. CW: modelling value-based behaviours, senior management walking the talk. HFK: deliver systems, don’t think about what the person at the other end is doing, enough. AE: be sure that you really have senior management (& other) engagement. How do we decide what technology to choose? CW: not about technology. HFK: only interested in what it can do for me, just want it to work. <Useful, usable, & used> What’s exciting? HFK: ease of use. AE: gap between choice of tools/new students & tools in use in HE. HFK: death of email? Can twitter/facebook replace? What can? CW: simplicity & openness. Open access. HFK: easy & just works = requirement. AE: technology & stress. Stress – when delivered without ease of use. RM: factors for success. Formula for change: dissatisfaction with status quo, vision of goal, tangible first step. Advice for changemakers: AD – engagement & communication. SAMO. HFK: the way we see the world isn’t necessarily how recipients of solution see the world – solve their problem, not yours. Shouldn’t assume you know. CW: communication. Don’t just engage with one set of stakeholders. RM: humble & brave; single-minded & flexible. Avoid bunker mentality. Q&A: should we be less flexible? RM: in danger of losing flexibility but need to deliver services. Tricky balance. Innovation: management & staff blame each other for lack of innovation, but technology has changed everything, how do we shift? IT role to tease it out & play it back. <probably management want efficiency & staff want effectiveness> CW: senior management humility, again walk the talk, don’t take themselves too seriously, senior management disconnected = huge blockage.

Afternoon

<insert photograph of woman in blue lycra bodysuit & wig>

Technology in Education – The Case Against/Lindsay Jordan, Senior Lecturer, University of the Arts. The Cup Song from PitchPerfect – wasn’t expecting that…demonstrates how great the internet is for short bite-sized focused bits of learning. Then piano! – not learnt on internet, impossible (?) & also parentally not self-motivated. Some loss when not in an F2F environment. So what’s the difference? With F2F:

  • Space for the purely social. Time off task. Architected social spaces.
  • Forging (forcing) relationships, very hard to hide.
  • Reduced flexibility/reduced choice. Flexibility about when & where do stuff is not always a good thing. How to focus in the age of distraction.
  • Very hard to resolve problems online.
  • Online communication can bring out the worst in people. Lack of presence makes it easy to be a bit rubbish. Alone Together – Sherry Turkle.
  • Eventedness: synchronicity, uniqueness, movement, difference, aesthetics. One night only.
  • Sacrifice/commitment

How do we bring it back? Harvard – SPOCS (Small Private Online Courses) not MOOCS. Interventions in physical world.

Interesting stuff!

Revolution – Include Me!

Martin King/Head of IT services at Ealing, Hammersmith and West London College (EHWLC). Enabling the disconnected to get online – here comes everybody. Biodiversity versus monoculture – education fosters the latter. Average is not normal. <but Steve Vai is not a great guitarist imho> Anyone can play guitar? Mmmm – yeah, but…anyone can learn how to play guitar, not the same thing. A mind is like a parachute, it doesn’t work unless it’s open – Frank Zappa. What happens with technology mediated culture? Exponential effects of network connectivity. Different, anyway!

Research data – bothersome burden or treasure chest? Kevin Ashley/Director, Digital Curation Centre.

Data deluge will oustrip the ability of technology to deal with it. Data must be recoverable to be reused.

A game of two halves – afternoon much more interesting stuff. & that’s me done & off down t’pub…

UCISA Enterprise Architecture Community of Practice Start Up Meeting

2nd May 2013: a group convened at Liverpool John Moores University to discuss the setting up of a UCISA Enterprise Architecture Community of Practice (EACP).

Following work by Luke Taylor & the UCISA-CISG, & commissioned by the UCISA Executive, the objective of the meeting: to baseline where we were up to with EA, and work out how this Community of Practice thing was going to operate, as it’s a bit of a new departure for UCISA & those previously involved in the JISC EA Practice Group. Representatives from 8 institutions, JISC InfoNet & the Open Group, and facilitated by Richard Chapman, of Richard Chapman Consulting.

This is a picture of where we started:

EA0213

I’m not going to do a blow by blow account of the day, as that will come out in due course, but just wanted to highlight a few things that were key or of interest for me.

  • Baselining EA. Various people were not surprisingly at various stages, although there were common themes: how to keep up momentum, how to convince the business, how to get resources. Participants were asked to come up with ‘twEAts’ (140 characters about EA on a postit – thank you David Rose of the Open Group for that one, bit close to our great Prime Minister’s comments about what too many tweets make…). These got quite zen-like in parts – particularly this offering from Patrick O’Reilly/Bolton: ‘the curate has a fresh egg, but no eggcup, spoon and is waiting for a chance to eat’. I thought we might have invented Zen EA – but then discovered this: ‘Zen and The Art of Enterprise Architecture (Open Group Conference Newport Beach 2013)’ – although I may be being a little unfair, having not viewed it in detail, at 83 slides, some of dazzling complexity, I’m not sure this is in the spirit of Zen, or even EA…
  • Building a Community of Practice. Lots of interesting discussion on this, which will be rolled up in a wiki & considered further – but for me, the main issue was around leadership. The key objective of the EACP is to become self-sustaining – to not need a leader, or a Chair, or single person or even small group who keep it all going – leading to the usual leaders/followers scenario. Seems like a kind of variation on situational leadership – the idea that there is no one best leadership style, but that leadership is adaptive to the situation – which in some situations may mean following. So perhaps we have situational leadership & followership as well. For the EACP I would envisage a scenario where individuals would either lead or follow depending on the situation – which I think is what I’ve just said. Or to sum up, ‘We are all leaders now’.

Which is about all for the moment – the EACP is a work in progress & progress on this first day was excellent, we have actions, ideas for how to work, deadlines & all manner of good stuff, including the all important hash tag (#UCISA_EA) – so thanks to all the participants & also Richard Chapman for his great facilitation, kept us almost both on time & under control!

Also worth a look at Dave Berry from Edinburgh’s post on the same event.

& here’s a picture of where we finished:

EA2013b

UCISA 2013 – the Final Day #ucisa13

Mobile learning in the classroom – Mark Howell/Meru. Developments in the school sector. Mobile taking over. Technology permeates the very fabric of the school – it’s in the DNA (Primary School). Smartphone & tablet installed base will overtake PCs this calendar year. Informational ubiquity. Multiple automatically WIFI connected devices per student – will HE WIFI cope? Martini learning – again – how many more times? And so, what? Apparently things will happen that we weren’t expecting. Heavens above.

Idea Street – creating a culture of change – David Cotterill, Cabinet Office. Deputy Director, IT Reform Government Digital Service. Idea Street -project at DWP. 100,000 staff – innovation team with 7 people. 3 great myths about innovation: don’t have time; don’t have resources; don’t have culture. But really all about prioritisation – culture key. Sounds familiar! Drucker: the culture ate the strategy. HR: will help, make innovation an objective in everybody’s performance plans – yeah, that’ll work. Economic and social bargains can be contradictory. Game dynamics are very influential – appointment dynamics, have to be there at certain times to do certain things, Farmville – more users than Twitter, have to obey the game. (Seth Priebatsch). Next dynamic – influence & status, desperate to be Level 10 etc. School is a game, just not very well designed – why not use game dynamics explicitly. Progession dynamic – like LinkedIn, only 85% complete. Great stuff. Another dynamic – voyage of communal discovery. Crowdsourcing approach to promoting innovation. Similar to OpenLivin – create buzz, vote, team etc – idea owners build the team to take the idea forward. Ideas marketplace. Final: people like doing fun stuff; the unit of delivery is the team; start with user needs.

Transformation of public sector services – Mike Bracken/Cabinet Office. Executive Director for Digital Government Digital Service. Spending a lot of time trying to get IT out of the way. What’s exciting is the users, not the IT. Digital by default. Fix publishing. Fix transactions. Go wholesale. Build services like Google & Amazon – iterative, agile, user-focused. How do we usually do it? Start with policy, requirements, development, end with user needs. Now: start with user needs, get it out there quickly – otherwise the world changes while the users are waiting. But: requires a level of user engagement/effort that we don’t usually get? Objective: digital services so good that people prefer to use them. Working on stuff that matters – IT doesn’t, user needs do.

UCISA 2013 Day 2 Session 2 #ucisa13

Maximise the capability of your greatest resource – Gareth Cahill/BCS. What, a whole session about paperclips? What if I invest in my staff & they leave? or – what if I don't invest in my staff & they stay? Who's done the BCS thing? – St Andrews, Loughborough, University of the Arts. Merging SFIA with HERA/HAY. Good structure & stuff, bit dry, just needs doing – hell, why woudn't you want to understand your skills base & develop your staff?

Transforming leadership of your IT Service – from IT Director to CIO – Albert Ellis/Harvey Nash. The transformational CIO. Change ahead – well, it generally is. What is priority for CEO – save or make money. All CIOs – 62% make, 38% save; HE 47%/53%. CIOs feel 21% less important than did 5 years ago – is this necessarily a bad thing? Just realised I've seen this before…what attributes does CIO need? Vision high, blue sky thinker low; listening high/emotional intelligence low – contradiction? New normal? What? Skills to succeed: need to understand new business models, how technology can open up new channels with the customer; key point: make it easier for senior management to do their jobs; breakthrough thinking; simplify & articulate complex processes/technology & get things done in practice.

UCISA 2013 Day 2 #ucisa13

Students as producers of IT departments – Dan Derricott, Lincoln. Student engagement – we need to engage with students. Does your IT service engage with the student voice? Not enough! – but have to recognise that there are student voices, rather than 'a' student voice – engage with the diversity, Students Union can be helpful but probably not comprehensive. 1968 – students became more than students. Could not have imagined what they were going to get – but can institutions engineer this experience? Need to create an environment in which it can happen – but you can take a horse to water…Systematic engagement of students.

A CFO & an IT Director in conversation – Bob Rabone & Chris Sexton, Sheffield. Think about money. What is the point of an accountant? IT joke: people who solve a problem you didn't know you had, in ways that you don't understand: serious point, get better at explaining what you're doing. 3 reasons for doing something: cheaper, better, or income generating. Make sure you can explain in those terms. What do IT Directors want? Budgets that go on for more than a year. A procurement officer who understands IT procurement. Savings that come back to the department. Can get capital but can't get staff – get stuff but can't do anything with it…Thinking, Fast and Slow: Daniel Kahneman

(A thought, apropos of something: the psychopathology of organisations – identify a problem; create a job to solve the problem; perpetuate the problem; go back to the top of the slide (we are in Liverpool, after all…))

 

UCISA 2013 – Liverpool 13th-15th March Day One #ucisa13

Usual rambling commentary, impressions, interventions…

VC's Question Time. Chair: Peter Gallimore, former producer of BBC Today programme, with Nigel Weatherill, Liverpool John Moores, Howard Newby, Liverpool, & John Coyne, Derby.

  1. 24/7 support? John Coyne: critical platform for core mission. Hard to resolve: don't want shift systems. Need colleagues to appreciate the service delivery. Nigel Weatherill: need to ensure that we have resilient, quality systems to minimise downtime. Howard Newby: not what we want, but what students want. Have to operate in different timezones. Question from floor: how do you go about ensuring 24/7, instead of just hoping for it? Weatherill: comparison with 24/7 health support – need to look at new methods of service delivery, interacting with professionals from other sectors. Q from floor: outsourcing? Google/Microsoft. What wouldn't you outsource? Newby: commodity support vs. personalised service. Weatherill: educationally led institution but have to run on business principles. IT can be a differentiator – might outsource the basics, retain that which is specific to values and vision of LJMU for students. Coyne: need to put together set of best-in-class components that meet individual needs (EA perhaps?) – then make decisions about what you contract for & what you keep inside.
  2. Q from Tim Marshall (different subject): need to preserve but also open up information resources – open access. Newby: wholly in favour. Why should work which is publicly funded not be publicly accessible? Weatherill: also in favour; what would keep him awake at night? FOI & research data. When do the outcomes go into the public domain? Research needs opportunity to mature before enters open access. Coyne: direction is open access. Also concerned about FOI industry.
  3. Should IT Director be at the top table? Weatherill: at LJMU that person does sit at top table, but has wider brief – important thing is that they understand the business. Newby: senior team meetings always very large; how to configure academic & service structures. Basically, no. Coyne: should Director have early & influential strategic voice? Yes. Not necessarily helpful to talk about top table; can get Derby senior team round a stool. Consensus: need influence/access, not necessarily seat. Coyne: someone who can understand the purpose of the institution, map it to the capabilities of IT, and articulate it. Transparency of senior team activities? Weatherill: about communication. LJMU cascade approach – senior team to leadership team to staff. Needs middle-up-down management – recognition of key role of middle manager – Japanese approach. Newby: growth of less collegial, more business/competitive approach. All engaging in activities we wouldn't want competitors to have early sight of.
  4. Is HE a business? Coyne: stakeholders (students) are far more important than shareholders would be. Need to be business-like in efficient & effective delivery. Weatherill: educational institution that needs to be run on business principles. Driven by strategic framework. Newby: have to be business-like in terms of being efficient & effective – but also values-driven, belief in greater knowledge contributing to social progress. Need to be increasingly attentive to stakeholders – Ivory Tower is over.
  5. Q from Twitter: how do you get input from student body? & how important is NSS. Newby: embed NSS in more broad ranging/sensitive assessment. Days are gone when we knew what students ought to want. Weatherill: QAA Conference, Edinburgh – a lot about student engagement. Suggestion that student feedback needs to be systematised – but so much formal/informal that just happens. Coyne: unique programme representative system, annual Q&A, University held to account. Ignore the student voice at your peril – students good at holding up honesty mirror.
  6. Q from floor: an avalanche is coming? Newby: MOOCs – threat or opportunity? What is unique to University? Ability to award a degree – apart from that almost everything can be done by somebody else. Also – personalised service difficult to deliver in online experience. Also: what are students buying? Some, information & knowledge; some, a brand – are MOOCs strong enough. Can they address the social objectives of HE as opposed to just the economic ones. Future = blended learning, but be careful how you blend. Weatherill: what is the currency of a MOOC? HE currency: standards & accreditation. Coyne: a destructive technology or just the latest fashion that invites us to question ourselves? Newby: IT does mass bits, Socratic dialogue for rest (at least I think that's what he meant!)