The great collision of open source, cloud technologies, with agile, creative delivery
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Transcript of The great collision of open source, cloud technologies, with agile, creative delivery
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The great collision of open source, cloud technologies, with agile, creative delivery
April 18, 2023
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• First Woman in Science and Technology
• International entrepreneur of the year 2013
• Digital Innovation award 2013
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Some of our clients
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What we will be covering
• Scene setting
• Beyond the digital tipping point – how cloud, agile delivery and
open source is creating disruptive change
• The lasting impact of the communication revolution
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1. Scene setting
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Welcome to the revolution
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The next phase of the digital communications revolution
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A powerful global conversation has begun.
Through the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter—and getting smarter faster than most companies
The original browser
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Internet and web a huge disruptive force for change
The change challenge
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Needs to be recognised that digital is a strategic competency, rather than just
another tactical channel in the marketing mix
The change challenge
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Ignoring this subtle difference is critical
The change challenge
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The change isn’t going to slow down
The change challenge
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How do we cope with this?
1. We have to recognise we can’t plan for change
2. Need to embrace change as a constant factor
3. Don’t plan for change in your organisation, plan for your organisation to change
The change challenge
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Evolution of delivery methods to cope with change
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Challenges facing today’s marketing managers
• Do more with less
• Budget
• Resources
• High expectations from both internal and external stake holders
• Pitfall of investing in commercial off the shelf software and not much budget left for customisation / development.
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Delivery models have to improve
1. Endless specification processes
2. Document to the finest point of detail
3. Big go-live with meteoric impact?
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UK Gov’s Digital Service (GDS) is leading the way, trail blazing radical new approaches
Radical change is not only necessary but also unavoidable.
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2. User-centric thinking
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We need to mean it
Our mouths are full of customers
But our practice is often full of ourselves
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3. Embracing open source tools, cloud and agile business models
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The fact that open source is free is great, but there is more to it than that
Understand the background to open source beyond “free”
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Open source built on change
Understand the background to open source beyond “free”
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Changing software wasn’t always easy
Understand the background to open source beyond “free”
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No scope to play, just use as intended
Understand the background to open source beyond “free”
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Geographically limited
Understand the background to open source beyond “free”
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“”
Against all odds.... and conventional wisdom and economics
Understand the background to open source beyond “free”
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60% of all web services run on open source
Understand the background to open source beyond “free”
Source: http://w3techs.com
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Now there are huge communities changing & developing based on needs
Understand the background to open source beyond “free”
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So in a quickly changing world, community driven software can only be
good
Understand the background to open source beyond “free”
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Forrester
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Forrester
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Security concerns around open source
Understood the myths and reality surrounding open source security concerns.
One theme we heard over and over again as we spoke with interviewees is that the security concerns for open source solutions aren’t that different from those faced when implementing proprietary solutions.
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Technology is THE enabler!Yet too often it seems like a set of constraints to be worked-around, an obstacle to be overcome, or set aside.
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Open source fits in to the change challenge
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It’s no sliver bullet to these challenges, but it can help
Where open source fits in to change challenge
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There’s organisational agility and then there’s agile projects
Where open source fits in to change challenge
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Project agility – Change the way you run a project
Where open source fits in to change challenge
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3. Why are we hearing about agile now?
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Amount of data
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Change is an increasing challengeTechnology growth is now following an exponential growth curve, and it’s not slowing down!
14761832
18871920s 1960s
1990
2007
1997
2010
1992
1971/31986
1989
2000
1994
1995
2004
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Agility is a survival mechanism
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Competitive advantage is evolving
http://forrester.typepad.com/groundswell/2011/06/welcome-to-the-age-of-the-customer-invest-accordingly.html
Cultural and technological change is disrupting business environments at increasingly faster rates.
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Welcome to the ‘age of agility’
Age of Agility
Survival is increasingly dependent on the ability to strategically adapt and respond to changes in culture and the business environment.
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3. Isn’t agile impossible for large organisations?
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Benefits of a waterfall process• Robust and applicable to almost all types of design and build
projects
• Clear sign-off points for client
• Detailed timeline for each component/phase
• Client review and iteration periods
• Prototype phase allows client to see exactly what they are getting prior to build
• Detailed documentation
• Create happy clients
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However...
• …what if you have to build a website in just one week?
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UK Gov’s Digital Service (GDS) is leading the way, trail blazing radical new approaches
Radical change is not only necessary but also unavoidable.
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Reading Room’s Agile Creative Technology
• Based on Agile Project Methodology
• iterative development
• evolve through collaboration
• Dedicated Reading Room/client team, co-located throughout the project duration
• constant decision-making
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PHASE 1
Concept phase Nav Spec
Design
PHASE 2 PHASE 3
CMS
Functional Prototype &
Testing
PHASE 4
Reading Room ACT project process
Develop
HTML Design
Deploy to live
PHASE 5
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Agile in action
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Cabinet Office – Solutions Exchange Forum
Key objective was to create an online forum tool to allow :SMEs to engage with the government,
Give suppliers a quick, free of charge way to pitch innovative ideas to save money and improve public services.
Requirements gathering meeting: 16th JuneDeadline for site launch:
27th June
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Agile Creative Technology Methodology
Phase 2 & 3 (Mon from 1030hrs - Thurs)
Truly iterative process of Dev creating pages while UX and Designer created the user journeys and design
Constant communication between all team members enabled continuous iterations throughout
1 -2 catch up session per day (no more than a couple of mins)
Phase 4 (Friday)
Bug fixing
Phase 1 (First 90 mins)Brainstorm session to establish the pages required for the forum
M/S/C/W
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Use projects to discover, as well as to deliver something
Where open source fits in to change challenge
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“”
“At my previous companies building a website would be like unveiling the
new Taj Mahal, and then you had the next one two years later. Now you
start in a caravan and upgrade it bit by bit and keep things moving
forward, it’s a more iterative process.”
Ryanair CMO Kenny Jacobs
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“”
So what’s holding us
back?
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Long-range planning (Over long-term strategy)
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Big technology commitments
Need a mocked up image, for a contract
“Big clunky inflexible contract, monolithic systems ltd”
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Resistance to change
Need a mocked up image, for a contract
“Big clunky inflexible contract, monolithic systems ltd”
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Always one step behind the customer
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And for the future
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“”
You ain’t seen nothin’ yet
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IoT & M2M Opportunities
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Signs
CCTV
Energy
Signals
HVAC
Information
Temperature
Location
Security Air quality
Lighting
Personal
Directions
Noise
Fire & Emergency
HumidityMaintenance
Vibration
Access Control
Gas monitoring
Telecomms Infrastructure
Waste
Mobile Comms
Advertising
Weight
IoT & M2M Opportunities
Travel profile
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And lots and LOTS of data
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Gamification
http://www.youtube.com/watch?v=yr-kKEylrJ8&feature=related
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Moving from research to an experimental approach
Our understanding of the people formerly known as the audience needs become much more sophisticated.
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Arduino and Raspberry Pi
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Major companies like BT are taking these changes very seriously. Hiring analysts to understand how they need to adapt their services channels for hyper connected customers.
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Change creates disruption and organisational agility becomes a necessity
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Time to embrace a more ‘agile’ approach
5 Year Plan ‘Agile Iterative Strategy’
Proprietary technology
Open Source & Cloud Based Technology
Management Information
Structure & hierarchy
Flexible systems and processes
Experimental, data-led, decision making
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What does an agile organisation look like?
Business Information / Big (or little) Data
OperationsFinanceMarketing
Agile Iterative Strategy
Real-time Insight
Decision m
aking
Communication & Collaboration
Rapid Product, Platform, & Service Delivery
Agile
Cul
tura
l Fra
mew
ork
Empow
ered People and TeamsModular Open Source Cloud Technology
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Architects of digital change
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2. Some definitions
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Agile principles
• 1. Customer satisfaction by rapid delivery of useful software
2. Welcome changing requirements, even late in development
3. Working software is delivered frequently (weeks rather than months)
4. Working software is the principal measure of progress
5. Sustainable development, able to maintain a constant pace
6. Close, daily cooperation between business people and developers
7. Face-to-face conversation is the best form of communication (co-location)
8. Projects are built around motivated individuals, who should be trusted
9. Continuous attention to technical excellence and good design
10. Simplicity—the art of maximizing the amount of work not done—is essential
11. Self-organising teams
Customer satisfaction by rapid delivery of useful software
Working software is delivered frequently
12. Regular adaptation to changing circumstances
Working software is delivered frequently, and is the principle measure of progress
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Cloud
Cloud Computing
Cloud computing is the delivery of computing as a service rather than a product, whereby shared resources, software, and information are provided to computers and other devices as autility (like the electricity grid) over a network (typically theInternet).
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The cloud
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Open Source