Enabling Success

Ever wondered what success really means? It definitely results in elation, money, recognition but why is it some people are more successful? Luck is a factor, but is that the only one?

Expectations and Capabilities!

These two words summaries the equation of success in most comprehensive way. Success is always the difference between expectations (others’ and your own) and capabilities (your own and environment). On the other hand failure is also difference between expectations and capabilities. We know which one is less in this case. But we are not interested in talking about failure are we?

Expectations

In most of the cases people have expectations from their yet-to-be-born children. The day we are born these expectations take even deeper roots and our chase begins. As we grow we keep attracting expectations of ever expanding network of friends, siblings, teachers, peers, boss, wife, children etc. These said and unsaid expectations start sticking on our psyche like loud-yellow colored Post-its which cannot be removed. We have expectations from the monks and gypsies as well. We expect them to live and behave like one. Don’t we? Self-proclaimed scandalous gurus, gypsy’s et al are looked down upon.

Coming back to general populace. In many cases we put some of these expectations in the back-burner and completely forget them in our rush to be successful materialistically. Most of these are from the relations we take for granted and these are the people who know us best (friends, parents, family). We learn quite late in our life that these were the expectations we should have focused on. Sad indeed!

Managing and/or setting expectations

As long as these expectations are not our own (buy a new house, car, kids educations etc) we believe such expectations are unjust. That’s human nature, nothing wrong with it. But the expectations from your boss, colleagues, and friends still exist. Like it or not. If you are not evaluated positively on these you are termed as “not-trustworthy”. This is no less than a failure. Is it not?

Right approach would be to either manage the expectations (lets drink next week instead of this one?, can I work over the week end and deliver the document one day late?) or better still to set the expectations (I believe this would require more time I would require 6 days instead of 3, this is new to me and I may not be as productive on this one, these targets are too high can we rework the first two quarter targets and shift rest to third and fourth?).

Setting right expectations is more critical if we are managing teams. Once team members are clear with what is expected out of them the results are usually as per expectation. In the conducive team environments (as has been experience) team members themselves try to set their expectations (I am very good technical lead and can be a good PM as well, I have X number of experience and I should be a module lead etc). Such instances (of team member coming forward with their expectations) must be encouraged and supported. If such members succeed with their new role/endeavors, good, if not then not only the member but the team itself ends up learning about their capabilities and also appreciate the environment. In turn such instances also promote innovation and risk taking capabilities of individuals, teams and organizations.

Capabilities

Our own capability is the other part of the equation which is much easier to deal with. It’s easy because you have to deal ONLY with self. But then that’s a universe in itself.

Lets’ face it. All of us are not born equal. We all have our own uniqueness and capabilities suiting which, in this universe, there exists a job profile in which we will excel. But then we do not have luxury of time and money to search for that best-fit job. Do we? So we end up becoming a well-rounded personality fit to become part of an organization.

Individual’s capabilities are impacted or governed by three critical aspects. These are talent, knowledge and skill (as per “First break all the rules” by Marcus Buckingham & Curt Coffman published based on a study by Gallup International).

Talent is something we are born with and no amount of education and experience can make one talented. If you are talented then you surely are one lucky person. Congrats! Success will definitely knock your doors if you are in the profession matching your talent.

Knowledge and skill is something we keep acquiring our whole life if we are attentive and observing type. People more connected and aware of their environment are usually more knowledgeable and skillful. Such people are more sociable and socially aware as well. Success comes easily to such types in their chosen fields.

As a person responsible for guiding a team (even in family) it’s the paramount responsibility of the leader to help people realize their talent (if exists), skill and make them aware of the environment. Knowledge follows automatically. Doing so would help people realize their true potential. That’s what capability is in the first place. Isn’t it?

As an individual, as long as we keep pushing the limits of our capabilities (read skill and knowledge) beyond our and others expectations we would be infinitely successful. Bu then infinite is applicable only to either universe or human emotions (and suffering as well)!

At the organization level, capabilities are sum total of the leadership (management as well) and core values. Most of the organizations really do not give enough oxygen to each and every individual’s aspirations/capabilities; whereas some do, to have an impact on the organizational capabilities and values. It’s a bus going somewhere if your destination is same “hope on”!

But then organizations are made of us, the individuals.

Ride on it’s your own road and your own destiny! Success is yours.

Cloudy Computing

Every cloud has a silver lining. Combine it with a smart marketing blitzkrieg and corporate budgets you only see a silver cloud.

It’s not silver but green bucks people are after. Aren't they? Even Gartner has an "IT Hype Cycle for Emerging Technologies" which basically means that innovative solutions like Cloud Computing go through an unavoidable cycle of hype before masses truly understand their worth. There are many such examples in our short but glorious history to name a few dot com era and webservices are top of the recall.

It is not that such innovative solutions (dot com and webservices included) do not have much value. Only these ideas did not have much application (and thus appreciation) at the time when these were hyped to be so. Today we have uncountable solutions people had dreamt of during the dot com burst; webservices have truly enabled SOA and enabled distributed solutions to integrate (who remembers EDI and other integration ideas?). But webservices did not result into a major infrastructure by itself as was prophesied some time back (public UDDI directories are limited to some trivial services).

Public cloud computing, in my belief, has similar fate in store.

There are many things going for Cloud. Some of these are:

Managing bottom lines: ever decreasing overheads is an everyday dream of CFO's and people managing bottom lines. This unquenchable thrust will definitely fuel any idea which can promise to reduce the overheads and operating costs for corporates. But this is only till the time when somebody either brings a better idea or proves that it’s not safe for business.

Managing Complexities (Abstraction?): Abstraction runs as the common thread in most our services and solutions. A cloud completely hides the complexities of infrastructure and technology changes from the end users and owners. Well done!
Availability: 24/7 availability of the infrastructure and services would be a must have feature.

Some of the following may stop an all-out embracing of Public Clouds:

Security: Not only at cloud level but also at source code level will be a mandatory aspect. With more valuable data moving into clouds it will be a prime target for hackers and phishing community. Mare thought is jittery for anyone and would be so for the corporates.

Conflict of interests: It’s a complex world out there. One of the investors of cloud provider could on board of your competitor. Though it could be rare but it still is a probability.

Reduced costs: Over a period of time hardware costs have tendency to head south. This along with off shoring to cheaper destinations will rob public clouds of cost advantages.

Market size: There are already some magical numbers pertaining to market size for public clouds but these needs to be evaluated and at best taken with a pinch of salt. As natural and democratic phenomena ideas/solutions with smaller market size receive small part of R&D spends and this in turn scuttles the innovation.

Private clouds on the other hands would be more acceptable by the corporates who make bigger chunk of the global IT spend. Thus we will have clouds but best ROI would be achieved by the bigger players within their enterprises just like web services. This would take away the “utility” tag from clouds and Infrastructure as a service (IAAS).

Delivering Value

Delivery Management is natural extension of project and engagement management. If Project Management, besides having prime objective of Risk mitigation, focuses on delivering as per the specifications what should Delivery focus on?
“Delivering value” should fit the bill perhaps?
All of us are naturally, or by imposed processes, oriented towards achieving the glory of on-time, within-cost and quality deliveries for our customers (internal or external). Numerous improvements (technical, tools, processes and most importantly human intelligence) over the past decade have been intended not only towards making better software solutions but also to achieve the feat of absolute deliveries.
Our endeavors to achieve absolute deliveries are impacted, besides our abilities, by numerous stated (and obvious) and unstated (not so obvious) requirements. Fulfillment of the unstated ones usually creates a sticky and fan customer base. Most of these unstated requirements usually translate to the value which customer expects from the solution which we deliver. It is the perceived value which customers expect from the solution. However it’s, probably, very difficult to understand the value of something we cannot hold, feel or touch (at least for most of us) and considering its "virtual" nature, Software fits the bill perfectly.
Just like beauty, "value" also lies with the beholder and the beholders of the "value" of the software solution are stakeholders. Aren't they? To begin with the end users (I mean the real end users) who would use the software solutions are the true evaluators of the value of the system (aka tool, product, solution etc). Then come the team members who are responsible for the upkeep of the system (system maintenance) followed by the Big Brother who pays for the system. There could be some additional parties like statutory and environmental bodies who could become stakeholders for specific type of systems.
On the other side of we have US, the IT solution & services organizations, bestowed with the magical skills to build software for the people at the other side. We have been at it long enough to realize the importance of delivering as per the customer specified requirements. With the rich experience we have evolved and identified the specialized groups like Business Analysts, Usability Engineers, Designers, Architects and Quality Specialists besides the strong developer community entrusted with tasks of creating the solutions. Not to mention numerous other processes and specialized tools to meet the end.
However, when all is said and delivered, it is the delivery team and the ultimate owner (The Delivery Head/Director?) who should stand tall and ask either “Is this what end-users wanted?” or “Does it add any substantial value to what end-user wanted?” What do you ask often?
The difference in both the questions is nominal but value is phenomenal! The difference could be a satisfied customer or a fan customer. Which one would you like to have?
Having noted that, managing deliveries is no easy task!
Who can find time from managing bottom-lines, optimizing costs, utilization, billing, processes improvements, PMO initiatives etc to look at something which is only perceived by customers? We do tend to deliver as per the customer specifications most of the time, don’t we? Why should customer expect something beyond what he has paid for? Don’t we have enough issues of our own like attrition, defects, new technologies etc to worry about something which is only in customers head?
While all of the above is also true, it would pay huge dividends if look at some other businesses which have evolved (and also improved) with strong customer-perception-focus. In more than one aspect our services are not very different from boutique establishments (restaurants, saloons etc) where the focus is on “customization for individuals need”. Most of such “boutique” businesses have been extremely successful in more than satisfying their customers (Just recollect the time when you have walked out of your favorite saloon or shop with utmost satisfaction of having realized more than full value for your money!). Though our challenges are higher with numerous end-users to satisfy for each account we also have many specialized roles to address the issue.
We also have an ally in Innovation!
Innovation, in its varied forms, is an extremely useful (valuable?) initiative which has huge potential in delivering the value, however most of such initiatives are oriented towards managing and optimizing productivity and internal costs. Besides helping IT services organizations become more proficient internally innovations in the end-solutions have been limited to the technical achievements like frameworks (including J2EE, .NET, Struts etc), WEB 2.0, processes etc. Agile methodologies have been more successful in delivering a value to the end users reason for it being the avid involvement of end-user in the development of the solutions.
However, innovation, just like value, has its own challenges. Paramount of these challenges being ever increasing expectations of users. We quickly got used to Windows interface and mobile phones. It took an iPhone to satiate our desires for a considerable longer period of time. But this also will not last long as user community looks forward to next set of innovative solutions. Call it market dynamics or whatever, we are part of it. The problem and the solution as well.
Difficult as it may be in the end “value” is only perceived thus it’s befitting that skills of listening and empathy are judicially used in account and delivery management.
Only with empathy and understanding of the true desires of the end user (in many cases WE ourselves are THE end users) we will be able to answer some the key questions. Once we have answered these questions we will have large fan-customer-base who would, as they say, eat out of our hands.

Happy delivering!

About Us All

Software Industry, following the footsteps of older and mature disciplines, evolves into a lad in desperate need of defining its own path, destiny and glory.

Once upon a time, in the deepest forest on the world’s tallest mountains there lived a Great Sage. Like its’ with all the Sages, the Great Sage also had many disciples and like all Sages, he had some favorites as well. To be precise there were three of his disciples who were apple of his eyes (well, there is a disbalance, what with only two eyes and three apples, but let’s live with it).

To cut the story really really short, on their graduation day Great Sage asked the disciples, to their great surprise and dismay, to engage in trade instead of following his footsteps. Sages’ logic being that by entering into a trade, the disciples could impact larger number of lives, create more wealth for the economy and have flourishing impact across larger geo-political area.

Bowing their head to the wishes of the Great Sage, the disciples went ahead and created breakthrough industries by initially being in different trades and later building diverse industries. This took numerous decades to achieve. On the way they faced numerous challenges of economic crisis, global wars and natural calamities. But, Oh boy! Were they a resilient lot? They always bounced back with better solutions, services and products. Considering their background (Sages, schools, universities and what have you) they also integrated thoughts of current institutions and defined ground breaking processes, thoughts and methodologies.

Many decades later, on another mountain forest not so far, there was a different Sage and another bright disciple. While this lad (the new disciple) was undergoing his education with the Sage, world had, having gone through rapid growth, grown smaller (something to do with muscles; they reduce with age, don’t they?) and evolved into a cauldron boiling and brimming with wealth but also with unprecedented inter-dependence.

Stage was set for another revolution.

Things were happening fast. It was as if whole world was moving so fast that things looked stand still. All the industries, started by our trio-disciples and their successors, were spinning new and new services and products at a rate which was unprecedented. For the new world Sun was moving too fast, it was thus only for the Empire which came up with the punch line of “sun never sets on the empire”. There goes our Global Delivery model!

And then enters our protagonist!

With brand new and fresh thought of introducing a product which would help humankind do one simple and basic task faster. “Computation” (calculations for uninitiated)!

People around laughed, smirked and chided at the idea. Who would need something to calculate when anybody could do it easily? What was so “novel” about it? Well our lad and his successors kept their heads down and improved on the product. They improved it so much that..! Well, again, lets’ cut the story short; they changed “almost” everything that was happening around at that time.

Their product not only helped other industries to perform tasks faster but also achieve some things which would have been very tough (if not impossible) to achieve without the “computing device”. Needles to say the “computation product” also evolved into something which was not envisaged by our protagonist also.

Over a period of time the “computation device” evolved into two streams. One of the streams pertained to the device itself and another to the “instructions” (software for later starters) which controlled the device. But both were inseparable and could not live without each other. So for the sake of simplicity let’s refer to them as one.

But behold! While doing all the great stuff and also sustain the growth, they started following (with some modifications) the trio-disciples’ processes, thoughts and methodologies. It’s not that there was anything wrong with these processes et all. What they did not realize was that these were not “the right fit” for their “industry”. The “computation device” was unparalleled in thought, implementation and usage. There was no such single device which can be used for unimaginably varied tasks. It required different set of people for development as well. It spawned a new stream in education itself. But trio’s processes et-all were the norm at that time and, moreover, they were very content with their own “new” “computation product”.

Even with the set principals and processes the “computation product” evolved, however, to only a certain extent, which was finitely possible by the underlying (or followed) processes, values and goals.

Now, the thing is that “Infinite” is either applicable to universe or human feelings (and thus sufferings). There is nothing like infinite growth. For the whole world, which was already moving quite fast, to say the least, the “computation product” was added fuel to the fire. All the industries wanted to achieve tomorrow’s growth today, including the “computation product” industry. Things were happening quite nicely for everybody.

But then there is something called gravity. Gravity is good. It keeps things together.

But it also pulls things down. Well, you might say “what has gravity to do with the “computation product”? “

Right, It has nothing much to do with it. At least not directly.

You see. Most of the physical products (and most of “not-so-physical services”) live with one definite reality and that’s GRAVITY. Our lads’ “computation product” had a relation with “unreal” (pick your choice of synonyms: void, nothingness, untouchable, virtual). The “computation product” itself was physical but the controlling instructions to it were (in true sense) virtual. No one could touch them! The results produced were “virtual”. It was NOT directly impacted by the gravity.

Now you see “no-relationship” relationship? No? Ok, whatever, lets proceed to the conclusion of this rather dry posting.

That’s’ where the “computation device” is today.

A Device which has provided solutions capable of simulating most difficult scenarios for other industries and applications but which cannot predict the measureable impacts to itself (should somebody require a change).

A Device which can help other industries produce close to defect-free products but cannot claim so itself.

Time is not yet ripe but shall be so soon to take the device to next level wherein device can “change” at the blink of an eye, it can produce predictable results no matter what the underlying platform is, no matter who (read developer or team) develops solutions on device would require same efforts, schedules and “no-defects”.

Are we thinking of achieving it?

Can we achieve it?

Surely we can.