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Patterns of Success
Transcript of Patterns of Success
Founder of Sustainable Insights Group (SIG411)
http://www.linkedin.com/in/ajbowles Success Failure One of the things I have discovered about emerging technologies is that while the technology may emerge and then become mature, and finally be retired, there are some practices of applying the technology that remain constant over time and between emergent technologies. These Patterns of Success are important lessons for developers to learn and for organizations to make part of their DNA.
Over the next several months I intend to explore these Patterns of Success (http://etechsuccess2.blogspot.com/search/label/Patterns%20of%20Success). As a first step I am going to speak with some of the key thought leaders of the technical fields in which eTechSuccess participates. In each of the interviews I am going to ask:
What are the Patterns of Success you have seen?
Give some examples of Failures to Launch... where a customer/client has attempted one of the emerging technologies and failed... what were the root causes.
Finally, in your area of expertise, tell us the NEXT BIG THING... something that will be changing the market in about three years.
I wanted to capture what these experts thought about both the success and the failures that they have seen because we do learn a lot from our mistakes and that is one of the Patterns of Success. Not many in US. With micro-payments in Kenya SMS was already in place. For more complex projects. The effective use of defect detection/removal techniques as early as possible in development. Adoption of ERP packages to replace custom developed apps has been of great benefit to many companies. Companies that understand only a small part of their business differentiates them in marketplace... and then driving to be successful in those areas. Management buy-in and active endorsement of SOA transformation. SOA goverence process with oversight of application projects. Customer Empathy. Understand the customer problems before proposing a solution. Currency with what is happening in the marketplace. Keeping application complexity low and team size small. CMMI maturity. This may be an indicator of an organization wanting to be better at Software Engineering rather then any direct benefits of CMM. Finding a match between an existing cloud and a business problem can lead to immediate benefits. For example, US Army using a Salesforce.com instance for recruiting. Organizations that capture metrics of success for cloud use and compare to goals so that plans can be adjusted. Have written procedures in place for protecting IP and Trade Secrets. During litigation it is important to demonstrate a reasonable effort to project the information. Small companies that protect their innovation with patents can maintain a competitive edge. The Sputnik Moment drove cultural acceptance of technology as an important career to focus on. The Silicon Valley phenomena of entrepreneurs willing to try, fail, and try over and over. Serendipity trumps a strategic plan being well executed. Software companies have low capital expense to try an idea, fail and repeat until success. Innovation to the consumer market has been more revolutionary because the product can be "good enough" instead of perfect. After an initial lucky success a company can sustain the success through sound business management. Using Agile Development to limit the complexity of the solution so that the customer gets just the right amount of functionality. "The path to exceeding expectations does not go through meeting expectations" Give a customer something that they did not know they wanted. This comes from experimentation. Most successful uses of large scale computing (e.g. Google search) has been a niche solution. We need an easier to understand programming model for developers to harness parallelism. The adoption of feedback mechanisms so a project can learn from mistakes and make corrections has been the most significant factor in success. The Next Big Thing Too early for NFC. However, with contactless payments it failed because compelling reason (no signature required) was quickly countered with mag stripe cards. Large contract with State government to consolidate county applications. Vendor failed to resolve requirements and shortcut other quality control steps in order to meet schedule. Delivered system as rejected by users. Companies that tried to use the internet to become an exclusively on-line business failed because they thought there market was like the local area they were based OR were under capitalized to survive the time it would take to be successful. Large organization that had some passive/aggressive resistance to SOA within development community. Also tried to analyze entire organization for services and spent three years doing analysis. Going into a deal with set plan instead of flexibility. Over the last 20 years, the IT Industry has not made any significant improvements (on average) in project performance. It has stayed roughly at 10 hours per function point. The contracts provisions of a large federal agency required applications to be bid and built independantly of each other. There was no possibility of reuse of common services. Employees who leave a company and take critical source code with them. Many in our society who are not technologists do not believe in some of the basic scientific laws and theories. This can lead to challenging political pressures on the technical community. Founders have arrogance about their product and fail to make changes. Look at the amazing success of the iPad. But before that we have Convergent Technologies and its Workslate. This product failed to be successful because it was limited to only one application (a spreadsheet). The market did not want an expensive ($895) spreadsheet machine. Google Wave is a good example. It was more innovative then Wiki but did not catch on like hoped because the users tried to use it in a conversational manner (without enough of their contacts participating) instead of in an emergent document manner. Rarely is it the problem with the emerging technology. It is often the ecosystem of people, business models, or other systems not being able to adapt.to the disruption. An organization where the feedback is politically unacceptable will work to suppress it. These projects fail more frequently. All smartphones will have an NFC chip and many people will be using them for cashless payments. Holographic displays for computers. Social networking for software development will allow geographically separated ad-hoc teams to achieve project performance as good as best of breed today. Business Analytics High capacity energy storage. Blurring of lines where applications live... your edge device (laptop, tablet, smartphone), the data center, or the cloud. Virtual Desktop. Cloud based services to network connected device. Data centers with commoditized hardware modules specialized by software. Applying know practices to new projects will have better outcome then any new silver bullet. The semantic web will allow web services to adapt dynamically to a specific user's interaction with the web. Protection of IP for social gaming. Because the source is freely available, it can be copy/extended without permission. Location Based Services on Smartphones and more augmented reality Mobile technology will have an enormous impact on emerging countries. Wide spread adoption of simple levels of technology like SMS will support new applications. In Anderson's long tail model there is a market for specialized software applications. With cloud computing developers will be able to afford to build such specialized solutions. Refactoring scripts for APIs will allow developers to add new stuff to an existing enterprise more easily. The API will not be so rigid that it breaks with changes to its environment. Storage Class Memory and many core processors will create a tremendous increase in server throughput. This will lead to byte addressable persistent memories and content addressable memories. The movement from desktop to laptop to tablet to smartphone will continue. This will make the mobile platform that is always with you a fundamental change to our use of IT. Bob Ziedman
Owner of Software Analysis and Forensics Engineering (SAFE)
Author of several books including The Software IP Detectives Handbook
http://www.linkedin.com/in/zeidman Capers Jones
Founder of SPR
Author of Applied Software Measurement
http://www.linkedin.com/pub/capers-jones/0/344/409 Dean Douglas
CEO Westcon Group Debbie Baxley
Principal at Cap Gemini leading their Retail Payments Practice
http://www.linkedin.com/in/deborahbaxley Toufic Boubez
Co-Founder of Metafor Software
Author of several books on SOA
http://www.linkedin.com/in/tboubez Sam Adams
Distinguished Engineer at IBM Research
Current research on large scale computing
http://www.linkedin.com/pub/sam-adams/4/b7/a28 Peter Hill
CEO of the International Software Benchmarking
Standards Group (ISBSG)
http://www.linkedin.com/pub/peter-hill/0/508/568 Kevin Jackson
Engineering Fellow at NJVC
Directs cloud computing strategy
http://www.linkedin.com/in/kjackson Jim Stikeleather
Chief Innovation Officer at Dell Services
http://www.linkedin.com/in/jamesstikeleather Ward Cunningham
CTO at CitizenGlobal
Inventor of Wiki
Signer of Agile Manefesto
http://www.linkedin.com/profile/view?id=808546&authType=name&authToken=_-PT&goback=%2Econ Jim Isaak
2010 President at IEEE Computer Society
http://www.linkedin.com/pub/jim-isaak/0/a62/436 Ed Yourdon
Author of several books
Pioneer of Structured Methods
http://www.linkedin.com/in/yourdon Andy Hunt
Co-Founder of The Pragmatic Bookshelf
Author of several books
Signer of Agile Manefesto John Baker
Owner of eTechSuccess
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