As Project managers, we’re used to dealing with uncertainty, change, conflicting priorities and managing risk in the process of getting the job done. But no one had COVID-19 on their risk register. So, how do we deal with things differently in these unprecedented times?
Moore’s law states, to paraphrase, that the speed of computing processors grows exponentially, doubling roughly every two years. That’s fantastic news for businesses and users alike. More speed means more productivity. Less time waiting for systems. More work done.
Now time to conclude our journey, starting with our testing practices.
Speed And Consistency – Leveraging Relationship And Team Values In Development And Delivery Practices
In the last instalment of our series, we introduced some of the changes we’ve applied to our relationship and working practices with a federal government customer providing a middleware product to the healthcare industry. These changes have made a substantial difference to both the product and the outcomes we’re able to deliver. It’s now time to continue our journey, starting with product development.
The 6 Core Values That Made A Significant Difference To Both The Way We Work And The Customer Outcome
Late last year we released a case study on our partnership with a federal government customer providing a middleware product contributing great healthcare outcomes to Australians. While this has been a long-running engagement dating back almost 10 years, it hasn’t always run so smoothly. Our case study touches on some of the challenges and changes we’ve made along the way; this series of articles dives into much more detail.
Find out how our solution helped to develop a repeatable, single-click performance framework for our client.
Unless you’ve worked with a Change Manager (CM) before, you probably don’t really know what it is that they bring to the table aside from the obvious: Jazz Hands, Glitter and sparkles & Fluffy stuff.
So, perhaps we should clarify how they can be of value on the projects being worked on across Chamonix.
As a method of prevention in the current COVID-19 climate many Australian businesses where possible are moving towards a remote workforce solution. This will lead to employees working from home or another low-density low-exposure location.
With the escalation of COVID-19 to a global epidemic, many businesses owners are currently looking at how to respond to this confusing and potentially risky situation.
Having recently been engaged to evaluate a client’s approach to load testing a web-based application, we wanted to share some of the themes arising from the outcomes in the hope that some of these can assist you in your own performance testing journey.
While the term itself may conjure up images of old 1980’s Science Fiction, Robotic Process Automation (or RPA) is fast becoming a mainstay in the toolkit of many businesses. Simply put, RPA refers to software robots, which can be configured to fulfil predefined tasks or activities within a business process. Where does RPA fit in the broader scheme of things? Think of it as the ‘hands and legs’ while the cognitive technologies i.e. Artificial Intelligence, Machine Learning etc are the ‘brain.’ All of these elements form a part of the suite of emerging technologies, which are increasingly becoming more mainstream.
You’re sitting at your desk. It’s likely the same one you’ve had since you started, or at least since that last big restructure a few years ago. You have your work-supplied computer on the desk and – laptop or desktop – that’s pretty much where it’s been since IT installed it there. There are meeting rooms nearby you can use as well as a sizeable boardroom. Whilst you generally like the people around you, quite frankly, sometimes you just need some quiet time to focus and get your work done.
The Department for Planning, Transport and Infrastructure (DPTI) Library recently hosted their first ‘Lunch and Learn’ session for 2017 with a deep-dive into emerging technologies at the Office for Design + Architecture on Leigh St. Chamonix, in partnership with Cortex Interactive, were invited to present on, and demonstrate the application of, Virtual and Augmented Reality solutions to guests from across Government and industry.
Recently I’ve worked with a number of clients who are enthusiastic to start introducing DevOps practices into their organisations. DevOps has definitely gained a lot of momentum and buzz in recent times, and it’s been interesting to assist as organisations approach its introduction in different ways.
The ng-src AngularJS directive is used to bind an iframe source Url to a scope property. During performance testing, I noticed in IE (10 and 11), that the Url was being updated twice. This causes two GET requests, which slowed the page load down.
Office 365’s single sign-on capabilities with ADFS are a great improvement over dual-identities, and it takes online users a step closer to the seamless experience they have become accustomed to with an on premise web application. If you’re looking to set it up, Microsoft provide some great information and even some step-by-step videos: https://support.microsoft.com/en-us/kb/3061192.
If you didn’t read part one of this blog, you can read it here. It talks about some of the unique challenges faced on projects in a healthcare setting. This next blog looks at some of the strategies I have seen employed to overcome these challenges and deliver great outcomes for health projects.
In projects we have all heard about the triple constraints of time, cost and scope. While these are important considerations on all projects, they are not the main drivers for healthcare projects. From a clinical perspective the following factors appear to be key attributes of the project or proposed change.
As a Change Manager it is my job to come up with new ways to engage people and influence their behaviour and thinking in terms of how the change that is coming can help move the organisation forward. I like to encourage the project teams that I am working with to try to think like an advertising executive. How can we influence our employees and stakeholders to buy (or buy into) this product or idea we are selling?
In many projects the need for getting the right people to sponsor, lead and influence a change is often overlooked. People are given roles and titles within a project without the understanding of what responsibility comes with that position. This can lead to poor adoption, lack of ownership and ultimately even project failure.
Contrary to what some people think, incompetence is not a bad thing. It’s merely a phase one goes through on the way to being competent in a new skill; enter the competency model…. Personally I love this model. It’s simple, has many applications but most of all it just makes sense.
Have you ever witnessed an attempt at organisational change and thought to yourself, “How could they have possibly thought that would work?”. I know I have, and the answer can often be traced back to the decision making process used to decide on the change in the first place.