Another Transitional Service template!

Template 3: recording

Do you record meetings today? Should you? Starting every meeting with the statement “we are recording this” is critical. Since this book is about simplicity and improving process there is of course an easily automated method that can be used.

1. Automated Meeting Dial in Number

2. Online Meeting Services (WebEx or Microsoft Live Meeting)

You can even have devices (cellular phones and recorders) in the room that will support eventual translation from speech to text for notes.

Template 4: sharing

Collaboration is more than simply building a series of templates and throwing them out in the wild. Collaboration is building an environment where people feel they can build and share with the people around them. It is more than simply throwing out a series of templates. But the other side of collaboration is that you have to have a platform that facilitates sharing.

The obvious choice is a web page. Which if of course what many companies do with their collaboration solutions today (throw that bad boy up on our intranet and watch the ducks talk about it). But that is limiting both in the scope of collaboration as well as the overall collaboration itself.

In this scenario right or wrong the ducklings follow the mother duck because that is the way things have always been. The reality is that collaboration is more than what can be shared on a web page. It is what-ever and how-ever that particular team wants/needs to work.

A better metaphor for collaboration would be the game Pictionary. If you present information to your partner that they are able to understand and grasp you win. If you are not, then you don’t win but you sure have a lot of fun trying. So what are the ways people like to get information?

· Aural – tell me what I need to know

· Tactile – let me manipulate what you have to see if it fits into what I know

· Oral – let me talk about what I know

· Visual – let me read/digest what I know so that I can share it

With these four styles you can see an issue with a simple web site. It misses the Aural and Oral learns completely and is really only built for the Visual information gathering processes. In fact the tactile, oral and aural learners may be very frustrated with the solution you provide.

How can you build something that fits what everyone needs to be successful?

1. Don’t be limited by what is.

2. Don’t let the system be the restriction.

3. Allow for free flowing information

In an earlier chapter we introduced the concept of DLM© which we will build on in this section. The concept of DLM© is leveraged here in building the initial IP (napkin idea) and moving it up the formal IP/IC system.

Now we are building the collaboration system that represents the funnel that builds the ongoing IP/IC additions to the SME managed IP solution.

Figure 25: Collaboration Solution feeding DLM system

In this diagram we see how the collaboration system (represented as a web page but that isn’t a requirement) would be able to build and generate IP/IC of a variety of types. These would then filter down to the SME managed IP solution. The filtering process is a concern. In the past KM solutions have attempted to build these types of filtering systems.

.doc

Transitional Services

Traditional services orgs sell repeated services to their customers (let me upgrade you to windows 2000, let me upgrade you to windows 2008) and so on. Or they sell transformation services (strategic services and other considerations) around the building and deployment of software solutions. With Cloud computing that original services market begins to disappear. In fact, within the next five years as Cloud computing offerings expand – the traditional consulting services models will have to change.

Note: “The irony is that in the old days, the base tech wasn’t advanced enough and needed all the services people… now, it’s getting advanced enough to the point those old-school services are not needed. Hence the defensive position from above comment, but resisting the imminent change only hastens the legacy service org’s ability to finally make the shift…it might be too late for them. Technology is cannibalizing the services market that the tech itself needed & created to achieve its current status. Binary Evolution.” Christos Fotiadis President and CEO of Protogroup

To this issue comes the concept of transitional services. With transitional services the services group Is able to offer a series of transitional and transformation services to the companies they work with:

· IP Publication and management solution

· Business rules to support IP Publication and Management

· Business rules to support data placement and replication

· Creating the neural network within the business services to build and deliver managed IP.

From a business perspective this allows the organization to consider the relevance of the IP they are moving around as well as offering the prescriptive rules and processes to enable the publication, retrieval and construction of the overall cloud based solution. Some organizations may even use this as an opportunity to force the adherence to business rules for all IC.

There are a number of terms that will be addressed in the glossary section of this document. A critical term to note however is the use of the phrase Managed IP. Managed IP is not truly a Knowledge Management system in the long held tradition of what a KM solution truly is. Managed IP is a SME driven IP validation system that will allow the organization to provide users with a simple response process for their IP use and reuse:

· Did this answer my question?

o Yes

o No

o Simple decision tree for users to leverage when evaluating the IP in the system. They can choose to pull from the managed and unmanaged IP in seeking a solution to the question they are asking.

· Could this answer my question?

o This comes from the unmanaged IP world

o The solution may in fact apply, it may not

· Does this solution have a known work[1] around?

o Now this is where we leverage the concept of managed IP. In this scenario we evaluate and build a SME set of solutions to known specific problems. These are the top returned or best guess returns in the search engine

o The value proposition of this is that there are situations where users may seek a solution to a problem that is “similar” but not “the same” as the solution and problem set for the managed IP. This allows the solution itself to expand if it is able to handle more problems than the originally created problem. Additionally this can be done in an automated fashion leveraging the user’s interaction with the system reducing the cost of the SME’s in expanding solutions.

Note: As a technologist I put technology as the first bullet. But as a business person you may read this section differently (people, process and finally technology). The reality is the order doesn’t matter. In fact it should probably be impact on the business, people, process and finally technology if we were really building this in a way that made logical sense.

.doc


[1] Most support organizations publish the “known” or “best” work around for their end users.

Directed Search – part of transitional services

Best Bets! (or better yet Best FIT!)

Hey – you were looking for this. We found this which we think is really close to what you are looking for.

· The initial SME tagged information that is known good, known right should be presented by the search engine as a best bet.

· I found what I needed feedback that allows the end user or customer to provide feedback to the IP system that they in fact found what they needed.

· What I found is close to what I need, can I try it and provide later feedback>?

Directed Search

Beyond Best Bets would be the concept of directed search. This allows the search solution to return known good answers for specific questions.

· Directed search does not return variables (best bets would)

· Directed search would have a different feedback loop – potentially reducing the set of returned data significantly.

Now the reality of the two types of searches mentioned here would of course fit that old real estate adage “location, location, location”. Let’s think about the who, what, when, where and how of searching.

1. What I am looking for?

a. Type of data

b. Type of “interaction”

2. How am I looking for it?

a. Search

b. Invoking a local application

3. When do I need it?

a. Critical need (ASAP)

b. Request for information that can be returned later

4. Who am I?

a. End user

b. Field Tech

c. High touch user

5. Where am I seeking this information?

a. Mobile device Wi-Fi

b. Mobile device GPRS or CDMA no roam

c. Mobile device GPRS or CDMA roaming

d. Mobile Device Ethernet connection

e. Laptop connected to the company network via wifi

f. Laptop/desktop connected to the company network via LAN/WAN connection

g. Other device (home computer etc.) connected to the network via vpn

h. Other device (home computer etc.) connected to the network via WAN

The first component is the concept presented by the two processes in the “what am I looking for” that being the data being sought and the type of interaction the user is using to get at that data. Users have specific goals when they seek data. As such they leverage things that have worked in the past and are something they know how to use. Their chosen method of interaction may not be the intended method for the solution they are using. While this is an initial training issue it is also something that needs to be considered.

 

.doc

Migration and Transitional Services

Migration Factory and Functionality Requests

As you consider moving to a transitional service there are two primary considerations that we carry forward:

1. What IP/IC are we moving

a. Where

b. How

2. What functionality does the business need migrated and how do we capture that?

3. What new functionality that doesn’t exist today might we need going forward and how do we capture that?

4. How do we leverage the functionality migration process to minimize the cost and time for future migrations?

Building a migration factory model will help you in this space. Building a Application Portfolio Management system (APM) will better enable IT to make the right decisions around what functionality is required and how it gets implemented.

Application Migration

This is focused on the three pillars of migration. These include:

ü Data only migrations

ü Functionality only migrations

ü Data and functionality migrations

Two primary functional area’s of consideration (and a third workload).

1. Functionality replacement: in this mode we are replacing functionality in Domino with net new functionality there is no consideration or little consideration for how the functionality is used today, only that it is being replaced by net new functionality. This requires little if any knowledge of Domino – rather this is a standard business analyst/solutions architect build of functionality.

2. Application replacement: This is where the usability of an application is also considered in the migration process. This would require the same steps as the first development cycle but would require more Domino knowledge.

3. Data Migration: This is a tools based scenario and is more of a work stream than a functional area.

 .doc

Transitional Services

There are a number of examples in the technology world of making a huge transition such as promoted in this book. The first that comes to mind is the transition from mini-computers to PC’s and from there even smaller and more portable devices (Cellular Phones with pc functionality). The next huge switch was the transition to the internet. The Internet produced additional things that have been added to the collection, Java and Web Services come to mind as two that will stick. The transition to web based solutions and the “capacity” improvements for hardware have created a new world order led by Google and Services Organization (Azure). These online services offer services for cellular phones, netbooks, laptops and other devices leveraged by mobile professions. These services are not limited to traditional KM and search but rather stretch across the entire IT and business structure to enable business services and solutions going forward. This brings us to a new direction for traditional services organizations the concept of transitional services.

I’ve long leveraged the old adage “teach a person to fish” with my IT projects. I’ve been a proponent of services that are built and delivered with the promise of “assumption” rather than the required reintroduction of services to do the same thing with the newest version of the software each time. If we take the metaphor of fishing out one level, the goal would be to create services offerings that would allow a services company to help the business implement the first tier of the new solution, with the business (IT) taking over the solution from there.

The ”disruptive technology[1]” that is driving the change within IT and traditional services companies is the concept of Cloud or “off-premise” services offered by IT to their user base, and offered by other companies to the business. As we peer into the future of IT, Services and the merging of cloud services with traditional on-premise solutions we find the gap. Cloud services are not repeatable service offerings in the traditional sense of how services companies made money today. This disruption will continue to drive a change in the traditional services organizations going forward. They will no longer be able to build the annuity business of upgrading customer’s to the next version of the technology. They will need to transition to strategic and transitional services going forward.


[1] “The Innovators Dilemma” Christensen

 

.Doc

Mind Manager

Template 2: brain storming template

Personally my brain storming program of choice is Mindjet’s exceptional “Mind Manager” product. I’ve used that for brainstorming sessions for years.

Here is a sample mind map on Brainstorming:

Brainstorming

Be Open

all ideas have merit

dismissing an idea is dismissing a person

Listen

what is your question ask to answer provided ratio?

Have a scribe

notes

repeating what has already been shared

Have the right tools

tablet pc for notes

a way to record meetings

a place to share brainstorming notes

Time

unstructured Brainstorming session – unlimited time

structured Brainstorming – focused on a single smaller problem

Figure 24: Sample MindMap "Brain Storming"

Mind Manager does a great job of allowing you to think in a free form manner. You aren’t really limited by the traditional view of the information and the page itself.

 

.doc

Transitional Services Pillar 1

Pillar 1[1]: Deciding on the data/knowledge/information to consider and the publication rules. This includes determining the metadata that will be leveraged in publication of the data

  • o Impact on Process
  • § It has to be easier to move data from the napkin to the board room.
  • § JIT data solutions require infrastructure
  • § Data solves problems, it is the “why” in the creation of data
  • · How we use the data
  • · What we do with the data
  • · Remain the only variables that DLM truly cannot control. The why is to solve the problem.
  • o Impact on Technology
  • § The organization is now dependent on cloud services – which means they don’t own the ability to make quick changes as they would in the on-premise solution.
  • · Another organization owns the actual technology migration
  • · Another organization manages the technology availability
  • § Upgrades become more managed over time (as a team doing 1000 migrations is now doing the migration) which reduces the cost and considerations around migrating user data.
  • o Impact on People
  • § People don’t like change.
  • § People don’t always react well to change.
  • o Impact on the business
  • § Getting data quickly moved into managed IP/IC when required is a critical component of the DLM© solution
  • § Collaboration (integrated into the DLM© solution) becomes a critical value add tool within the organization
  • § Managing change – change seems like such a huge problem during migrations (see migration IO for some thoughts on fixing that).
  • § Migration Maturity – moving up the IP model from migrations to transitions are a significant value add for your organization.

.doc