6 min read

Leadership required when moving to Cloud and Digital

By Christopher Pepe on Apr 6, 2021 2:32:00 PM

Blogpost-display-image_Leadership required when moving to Cloud and Digital

2020 – What a change!

By now, every technology leader has torn up their plans and strategies as they began a ten-month tactical, fire-fighting effort to move their organization to virtual. In some cases, they were able to assist with changing how people performed their jobs, not just their staff but everyone, in which case they now joined the Digital Age.

CIOs further realized that moving to digital required a move to the cloud, and with it completely new ways of working that took advantage of the internet capabilities and bandwidth. Transferring your data center to a cloud service provider is no more going to cloud than moving your teams to Zoom makes you digital. Cloud requires a different mindset, skillset, and culture on how technology will enable your organization.

2021 is the year CIOs can own the Digital watercooler and change their role to being a Business Technology Officer, integrating software into every aspect of how their company performs tasks and services customers. But first, CIOs must address new ways of hiring, financing, and benefitting from technology, their people, their processes, and their IT. Accelerating the path to digital and cloud is the only way to remain sustainable, competitive, and compliant going forward.

The path has two main steps: funding and the creation of a new operating model

  1. The innovation funding model – iterative investments using VOI as the guide to obtain technology value sustainably

Before you decide on your cloud service provider (CSP) partner and how to migrate your applications, you will need to determine how you fund the migration to enable your organization to do work better, sooner, and safer. You need to separate the process of budgeting – a plan on what resources will be required – and funding, which is the action of providing those resources.

Current budgeting practices limit moving to the cloud and digital by:

  • Asking individuals to annually decide what they will need – and how would you know in this VUCA world?
  • Constricting work to be feature-focused but with no indication of what it will add to customer satisfaction or help staff perform better
  • Adding to technical and cultural debt with no strategy as to paying it off

The central dilemma of every executive board is how to plan, fund, and prioritize technology activities. The current best practice is not to use cost savings as a goal and instead let that be an outcome as you do things differently aided by software. You can prioritize by:

  • Application review
  • Moving from a Project mindset to a Product culture
  • Cost of Delay
  • Creating platforms for products
  • Decide on the WHY of moving to the cloud and digital, on HOW it will help, and WHAT tasks will accomplish your goals
    • Faster time to market
    • Reduction of manual activities
    • Making work more compliant
    • Creating workflows that provide agility and flexibility to meet customer demand, staff requirements, competitive threats, and external issues such as Brexit or COVID19
  • Get your entire workforce and significant suppliers to be part of the planning and allow them to focus and contribute to the proposed strategy

Shift-left! Think as your customer or staff and deeply analyze your applications, products, and services. Which ones are unique to you, and which ones could you source from a SaaS provider? Which ones do you no longer need? Now group the applications into product groups and allow your IT teams to create platforms (see next section) to service these groupings from the cloud.

Many organizations follow McKinsey's advice to create a FinOPS team of cross-functional product business leaders or at least a team comprised of IT, Finance, Risk, and HR. FinOPS will frequently negotiate with stakeholders to allocate resources (money, people, etc.) to continue the innovation or improve services. They will base their decisions on the value of investment towards the company. Frequently repeating and communicating this interaction creates the ability to pivot or stop work quickly, creating new behaviors, and embedding new disciplines on technology use.

FinOPS will rely on analytics, reporting dashboards with real-time data, and automated processes to make decisions visible and linked to business activities. Leaders will have to coach a new culture of moving from CAPEX funding to OPEX. This team will also introduce training to upskill the entire organization on how technology is applied and that by making use of cloud and digital, they will not lose their roles.

Where needed, a partner such as Atlassian and Praecipio Consulting can help you begin this journey of becoming a sustainable business, maximizing resources while reducing costs and making the entire process transparent.

 2. You have the funding model, and now you need the digital cloud operating attitudes, behaviors, and culture to achieve scalability, agility, and continuity

Can you answer these questions?

  • Which business workloads are most important to your company?
  • What are your goals by business line for the next quarter and year?
  • What are your obstacles to these goals?
  • What are your strengths for achieving these goals?

Taking the answers to these questions, review what activities you have planned in your IT department. If a user story or request is not helping solve a problem or achieve a goal, stop it. The FinOps should ask these questions monthly, which will influence resource allocation decisions for technology tasks. Visualizing findings to the company will illustrate the importance of product stories while embedding the capability of pivoting or stopping work, as necessary.

Your operating model will require:

  • A compensation model mapped to the technical activities that are not divisive
  • A full review of your applications mapped to the business lines
  • A map of the way data flows throughout your organization
    • What it entails
    • How it is used
    • Storage, archival, and continuity requirements
    • Security and access obligations
    • Tools that maintain the applications
    • A full list of proposed enhancements
    • Server, network, storage, and operating system supporting them
    • If provided to a specific location, why and how

Using this list, technology leadership needs to help the company move from a project model to a product model. Services must be led by an owner fully accountable for the resources and associated workload, including packaging software into chunks (platforms) that can be used interchangeably throughout the company.

FinOPS and the Product Owners can collaborate on which business domains would benefit most from enhancing the applications used to provide their services. Management can utilize the model to ensure that the right CSP is chosen for each platform. As you mature, you can empower your development teams to decide the best CSP for designing and deploying platforms, be they SaaS or containers. At the beginning of your journey, the strategy should be to communicate the intent and collaborate on the outcomes.

FinOPS also needs to be cloud-savvy. The pricing and SLA options are numerous and complicated. You need to ensure that what you choose is the right decision. You also need to affirm the best path for migrating your application and data to the CSP. Should you port it as it is (provides little benefit), rewrite the application, switch the workload to a SaaS provider? Remember that the avoidance of technical debt, adding to cloud migration's complexity, must be avoided.

There is no shortcut or other option to having Product Owners. You cannot interject a translator or business analyst between what people call the business and your IT. You are all part of the same company, and technology needs to be owned by the business area that provides that service. Further, the people that support these services need to feel that they also own and contribute to these services. This change in attitude and behavior will reduce incidents, increase innovation agility, and enhance your employees' satisfaction, who will feel empowered to see their contribution to the business goals.

The cloud offers the capability of completely altering the way you use technology. Do you need a new instance or environment? Build it, use it, dismantle it, and all within a few minutes at a minimum cost. The software lifecycle of products will be a combination of IaaS, PaaS, and SaaS, depending on the services' platform. Data lakes can share information across the company powered by analytic and reporting tools that would not be accessible to you unless you are quite large.

Security and continuity are other strengths of the cloud as you adopt the framework used by your CSP. Using IAM and Zero-trust security concepts will ensure that you do not become front-page news. Product Owners will have to maintain the governance model required and test it as part of any software change using DevSecOps practices. Scalability, both up and down, is another cloud and digital feature, enabling you to offer new products that can sense and respond to demand.

Are you worried about regulations? Globally FinOPS and Product Owners are finding that regulatory bodies, such as the Bank of England, are moving to the cloud themselves and more than willing to help ensure that their mandates are provisioned accordingly by your CSP. Even if you use a hybrid approach of more than one CSP, which leadership needs to consider, the governance and management models exist via SIAM® to support cloud and digital operating models' best strategies.

The business product operating model is not to become vendor dependent but instead use microservices and containers so that you can migrate your applications as needed to another CSP or a different offering with little effort. This abstraction mode offers the best efficiency in technology enablement. The FinOPS and Product Owners will help to create the loose guardrails to be used by your staff and IT teams as they develop software provisioned products and workloads of your business

In summary

Done correctly, the number of technology instances and applications you currently maintain will decrease but not the requirement of technical skills. Your business flexibility behaviors should be to create agility via innovative use of software, cloud, and digital. Done correctly, the time to market and lower technology costs will be your outcomes. Let all of your organization be involved in the migration strategy as you join the Digital Age, and if you need help, Praecipio Consulting is here for you.

Topics: blog efficiency finance plan saas cloud culture digital-transformation leadership frameworks
2 min read

Praecipio Consulting Webinars

By Praecipio Consulting on Dec 20, 2012 11:00:00 AM

Our monthly webinars are designed to help you become proficient with the entire Atlassian product suite. Wether you want to convince your team to adopt Jira or are in search of some handy tips and tricks for End Users and Administrators, our webinars are designed for any skill level.

 

Praecipio Webinars

Topics: jira atlassian efficiency management practices process tips tricks lifecycle
5 min read

Collaboration Best Practices - 3 Reasons Why Email Hurts Your Productivity

By Praecipio Consulting on Dec 12, 2012 11:00:00 AM

The following content was taken from Atlassian.com:

One of the turning points for communication in the workplace was the invention of email. Historically it’s been the easiest way to make contact in any business relationship – short, pointed conversations with the teammates you work closest with, or quick messages to people you’re communicating with for the very first time. You could say it changed the way we all work. Since its inception, however, the notion that email is also a good channel for team collaboration is what’s holding us all back.

Email is great for communication, but not collaboration…

 

Email is an effective means for communication, but when it comes to collaborating with your team on projects and getting work done, it’s a major hindrance to your team’s productivity.

  • Group conversations grow unwieldy too quickly
  • Keeping track of the most current version of an attached document is the modern-era’s needle in a haystack
  • It’s nearly impossible to maintain clarity about what needs to get done, and by whom

At the end of the day, when it comes to collaborating with your team, email wastes A LOT of your time.

Don’t get us wrong, email is not all bad. It’s really effective at quickly and effortlessly communicating with others, but it just doesn’t scale. When it comes to productively working together with your team, it fails to help you get the job done. Here are three reasons why we feel email is killing your productivity.

1. Your email inbox is a lot like quicksand

You receive a ton of email each day (yeah, like you didn’t already know that!) – some of it’s important, some actionable, some is SPAM, and some is unavoidably pointless. As a result your mornings go wasted in your attempt to reach inbox-zero. It’s a losing battle. Each time you take a step forward, you take two back. You’ve likely tried all the organizational features your email client has to offer to control your inbox – labels, filters, multiple inboxes, smart inboxes – but at the end of the day, your morning consists of at least an hour of unavoidable email ground-and-pound. You also probably manage emails when you get home at night and even first thing in the morning when you wake up just to keep your head above water. I’m preaching to the choir here, right? The fact is that this is the norm these days and hardly leaves you anytime to get real work done.

Pro-Tip: Use the ‘Four D’s of Decision-Making’ model

According to a article published by Microsoft, of the email you receive:

  • 50% can be deleted or filed
  • 30% can be delegated of completed in less than two minutes
  • 20% can be deferred to your Task List or Calendar to complete later

With this in mind it’s good practice to decide what to do with each and every email you receive – you have 4 choices:

  • Delete it
  • Do it
  • Delegate it
  • Defer it

2. Your email inbox silos your team’s tacit knowledge

Email is regularly used to share and discuss work, but that doesn’t mean its supposed to. Attaching files and documents or linking to them via shared network drives makes for a complete mess. Countless versions of shared files and relevant follow-up conversations are trapped in email inboxes everywhere. Your inbox is a graveyard for valuable tacit knowledge, knowledge that gets buried deeper and deeper every minute of every day. It’s truly criminal.

So, what’s the real problem? Email is a tool that best serves simple communication, not discussion, and certainly not collaboration either. When you send an email asking someone to review your work, the most valuable piece of information being transferred is not the file itself, but the ensuing conversation. Regardless of the fact that it’s incredibly difficult to find this email in your own inbox later, no one else outside of the email thread has the opportunity to benefit from this transfer of knowledge, keeping stakeholders in the dark.

3. Switching context between work and email wastes a lot of time

The rate at which most people check their email is astonishing – it’s practically become a nervous twitch. Just like Pavlov’s dog, your email has you trained incredibly well.

The problem with checking your email so much is that you rarely have a solid block of time to get any real work done. Take into consideration that if you’re actually checking your email 36 times an hour, and it takes 16 minutes to refocus after handling an incoming email, your workday is basically non-existent.

Switching contexts is distracting, if not annoying, and your email is the number one culprit – destroying the focus you need to get your job done well.

Pro-Tip: Practice Timeboxing to increase personal productivity

Thanks to email, staying on track at work is nearly impossible. Timeboxing is a time management technique that limits the time during which a task is accomplished. Start with 25 minute intervals. Work on a task for 25 minutes, take a 5 minute break, then commit to email for 25 minutes, and finally take another 5 minute break. Repeat. Focus. Flourish.

If 25 minutes sounds like a lot of email time, it sure beats checking your email 36 times in a single hour. At least with Timeboxing you can put all of your energy both into your work and email respectively.

Is there a solution?

We’ve outlined the major problems with using email to collaborate with your team, and even provided a few tips to help avoid the daily snags of collaborative emailing, but these are just simple workarounds. They don’t necessarily get at the core of your problems, which is that email is not the best solution for team collaboration.

OK, we are Atlassian Experts so we’re obviously biased, but we encourage ut clients to use Confluence and HipChat, Atlassian’s team collaboration and group chat tools, as means to reach decisions faster with less email and fewer meetings.

Topics: atlassian blog business confluence efficiency enterprise management optimization process project technology value collaboration information
1 min read

Praecipio Consulting - Atlassian Enterprise Expert

By Praecipio Consulting on Nov 15, 2012 11:00:00 AM

Along with Atlassian’s new offering of Enterprise level Jira and Confluence comes the Atlassian Enterprise Expert Certification. It’s designed to help Enterprise level clients find Atlassian Experts best suited to provide solutions to enterprise level problems. It’s hard to believe that it has been 6 years since our first enterprise deployment, and we are honored to announce that we are officially, Atlassian Enterprise Expert Certified!  

As an Atlassian Enterprise Expert, we have expert-level knowledge and success in the following:

  • Configuration,  analysis, development, and integration of large scale Atlassian installations
  • Diverse product experience with the entire Atlassian product suite
  • Hybrid tool chain experience with both Atlassian and non-Atlassian tools and their integration
  • Git, Mercurial and Subversion

Over the last 6 years, Praecipio Consulting has provided Expert Services to small, 5 person companies to large fortune 100 and 500 companies across several industries including the automotive, pharmaceutical, aerospace engineering, retail, gaming, and financial sectors. 

Topics: jira atlassian blog austin central business confluence efficiency management process technology texas value continuous-improvement information operations
3 min read

Jira Tip of the Month: Dot and Comma Dialogue Shortcuts

By Praecipio Consulting on Oct 3, 2012 11:00:00 AM

Dot ‘.’ and Comma ‘,’ shortcuts

Take your fingers off that mouse! These keyboard shortcuts will help you become a Jira speedster, and get your co-workers to ask “Whoa, how’d you do that?”

Dot Dialog

When your on the Issue Navigation screen or viewing an issue, pressing ‘.’Will bring up an operations dialog menu.

From here, start typing the first few characters of the operation you wish to use.  For example, if you are viewing an issue and want to close it, simply type ‘.’ then ‘close’.

Here is a list of operations you can access using the dot dialog:

  • Start Progress — Set the issue’s Status to In Progress.
  • Resolve issue — Set the issue’s Status to Resolved and select the appropriate Resolution.
  • Close issue — Set the issue’s Status to Closed and if the issue has not already been Resolved, select the appropriate Resolution.
  • Reopen issue — Set a Resolved or Closed issue’s Status to Reopened.
  • Edit — Edit the issue’s details (Summary, Description, etc).
  • Assign — Select an asignee for the issue.
  • Assign To Me — Assign the issue to yourself.
  • Comment — Add a comment to the issue.
  • Log Work — Record the work done and time spent on the issue. This option is only available if Time Tracking has been activated on your Jira site.
  • Attach Files — Select a file, upload it and attach it to the issue.
  • Attach Screenshot — Select a file, upload it and attach it to the issue.
  • Voters — Opens the Voters list of the issue, where you can manage your vote and see others who have voted on the issue too.
  • Add Vote — Adds your vote to the issue. (This option is only available if you did not create the issue.)
  • Watch Issue — Become a watcher of the issue.
  • Stop Watching — Stop watching the issue. (This option is only available on issues you are currently watching.)
  • Watchers — Opens the Watchers List, where you can manage watchers of the issue.
  • Create Sub-Task — Create a new issue which is a sub-task of the issue.
  • Convert to Issue — If the issue is a sub-task, convert it to a standalone issue.
  • Convert to Sub-Task — If the issue is a standalone issue, convert it to a sub-task.
  • Move — Move the issue to a different project.
  • Link — Create a link between the issue and another issue. This option is only available if Issue Linking has been enabled on your Jira site.
  • Clone — Create a new issue which is an identical copy of the issue.
  • Labels — Edit the issue’s labels.
  • Delete — Permanently remove the issue.

(Note that some options in the menu will only be available if the operation is relevant to the issue, if you have the necessary permissions, and if certain features have been enabled by your Jira administrator.)

Comma Dialog

Similarly, if you are viewing an issue, pressing ‘,’ (available in Jira 5.1 or greater) will bring up the Go To Field popup.

Use the popup to edit issue fields in-line, without leaving the page. The following fields are available for editing:

  • Assignee
  • Summary
  • Issue Type
  • Priority
  • Component/s
  • Affects Version/s
  • Fix Version/s
  • Reporter
  • Description
  • Labels

Tune in next month

We’ll be delivering you tips and tricks every month, so make sure to keep you eyes peeled next month for another handy Jira tip. If you found this helpful, please visit Atlassian University - interactive tutorials and videos with tons of tips just like this one.

Topics: jira atlassian blog business efficiency management process tips tricks lifecycle
2 min read

Jira: Not Just for Software Development

By Praecipio Consulting on Aug 17, 2012 11:00:00 AM

Jira’s an issue tracking application, but its core flexibility and strengths mean it can become much more than a tool limited to a development group. Jira’s incredibly adept at helping teams track and accomplish tasks. Jira also has a masterful ability to manage life cycles - and it’s found great success in numerous use cases.

Use Cases

The following use case guides are meant to explain a bit of the details related to using Jira for a specific use case. The info you’ll find in here highlights much of what we’ve learned from working with clients in a variety of different industries, as well as our internal expertise and use of Jira.

For each of these use cases, we’ll attempt to highlight:

  • Particular Jira functionality specific to the use
  • Related plugins we’re aware of
  • Customization and tweaks
  • …and sometimes a sample file to help get you started

General and Non-Software Uses

Agile Software Development

Project Management

HelpDesk / Support / Trouble Ticketing

Test Case Management

This can be done by using either of the following approaches:

Requirements Management

Change Management

Topics: jira atlassian blog scaled-agile austin automation business efficiency enterprise issues management process services technology value tracking change cloud collaboration computing continuous-improvement incident-management information integration it itil itsm operations
6 min read

7 Ways Social Enterprise Apps Are More Than Just Talk

By Praecipio Consulting on Aug 1, 2012 11:00:00 AM

by Ashley Furness

CRM Market Analyst, Software Advice
June 27, 2012

Until recently, I might have called Microsoft crazy to drop $1.2 billion on social enterprise app vendor Yammer. The business case for replicating popular social networking functionality in a corporate environment seemed dubious at best. Would there ever be a return on investment?

“Social is more than a trend, it is a revolution that is changing the way we work and collaborate. Powerful social tools, such as Chatter, help employees work faster and more efficiently—making it a strategic piece of the workforce.” — Dave King, Chatter Product Marketing Director

But then I talked to some corporate AtlassianYammerChatter and Jive users, all of whom claimed measurable gains from these tools in a variety of areas. Here are seven ways they derive value from social enterprise applications.

1. Streamline Project Management

Software developers at PerkStreet Financial use Yammer to facilitate scrum meetings, a key component of the agile software development methodology. Rather than hold their daily morning standup meetings in person, each member of the 37-person team posts “what I did yesterday,” “what I will do today” and “barriers to moving forward” using the hashtag #scrum.

Praecipio Consulting has helped in.gredients, a package free micro-grocer, leverage many of Atlassian’s products into extremely powerful tools for project management. Jira and Confluence for example, are used in conjunction to inform teams or others externally on goals, tasks, progress, and results. Confluence makes it easy for their teams to collaborate and share knowledge of Jira roadmaps, workflow, and tasks, or to document work, allowing users to delegate tasks with the “@”symbol.

The tag in Jira and Confluence allows users to quickly see what everyone is working on and chime in when appropriate. Similarly, Yammer can also delegate tasks to others with the “@” symbol. With Jive, users can also employ shortcuts such as an “!” to pull information into the thread from CRM and other enterprise systems.

2. Augment Transparency and Accountability

Since PerkStreet hosts all conversations on Yammer rather than trapped in someone’s inbox, management has continuous insight into the team’s progress.This also prevents work duplication and redundancies because everyone is literally on the same page.

“If you look at someone’s scrum over time, you can see whether they actually accomplished what they said they were going to,” PerkStreet COO Jason Henrichs notes.

Similarly, Jira and Confluence have allowed for Praecipio Consulting to increase its clients’ transparency and accountability even in the case of telecommuting among employees, who at times live in different states. Christian Lane, Managing Partner of Praecipio Consulting said, “the ability of the Atlassian product suite to increase transparency and establish accountability has allowed our business to grow and operate seamlessly across borders.”

3. Increase Communications Efficiency

HipChat, the newest member of the Atlassian family, is similar to Yammer and Jive. It’s a hosted group chat service that helps teams, or entire companies, collaborate in real-time. HipChat has a powerful API and comes loaded with integrations to Atlassian’s most popular products - JiraConfluenceFishEye and Crucible. These integrations allow you to get targeted notifications from products into the relevant chatrooms for your teams.

Salesforce surveys show enterprise wikis can reduce email by 30 percent and meeting by 27 percent.

FlexJobs founder and CEO Sara Sutton Fell said Yammer drastically cut down on her need to email, call or schedule a meeting to check in.

4. Find Experts Faster

Centerstance Inc. Managing Partner Greg Lueck says Chatter helps sales staff answer deal-specific questions expeditiously. He recalled one situation where a partner needed someone certified in Cast Iron software integration who spoke Mandarin. The resource manager working with the partner posted the query in Centerstance’s news feed.

“They had an answer within 30 seconds… in Mandarin,” Lueck remembers. In this and similar scenarios, the employee would have otherwise “relied on a central repository of all company’s experience that is located in one person’s head, or nowhere at all.”

Jive surveys show sales win rates increase an average of 23 percent, and time to find experts falls 34 percent.

5. Better Leverage Information and Insights

Social enterprise vendors have invested heavily in social and adaptive intelligence. These sophisticated algorithms suggest articles, files and experts based on the user’s position, connections, group memberships and resources they’ve previously accessed.

“Chatter knows what you care about based on your activities, making it’s value immeasurable,” King says of Chatter, the salesforce.com social layer. As a result, employees are better informed and can answer questions before they even know they have them.

“Imagine you have 10,000 people in an enterprise. Sales materials, RFPs are constantly flowing through system… Jive makes the most of this information by channeling it to the right people,” according to Jive Product Marketing Director Tim Zonca.

Additionally, HipChat stores full conversation history, so anyone new that joins a room can catch up and participate in the discussion.

“HipChat is incredible – perfect for product teams but fantastic for any team. Its use absolutely exploded at Atlassian, demonstrating the viral adoption potential of a modern communication system for teams,” says Mike Cannon-Brookes, CEO and co-founder of Atlassian. “Connecting and sharing ideas in real-time helps teams move faster, and HipChat does this better than any other product I’ve used.”

6. Generate More, Better Ideas

Yammer provides several means for employees to contribute ideas–from responding to queries and surveys, to posting ideas in a group discussion threads. Users receive gratification when co-workers and leadership “like” their contribution. Then, they are continually rewarded as they watch project teams bring the idea to fruition.

With one advertising campaign, for example, Deloitte CEO Peter Williams asked employees for their ideas for a tagline. More than 38 groups formed that submitted 1,184 original concepts.

7. Boost Employee Recognition and Engagement

In the four years since Deloitte AU implemented Yammer, the turnover rate for active users has fallen to two percent annually–about 10 times less than for employees who don’t use it. Leadership attribute change to employees feeling more engaged and recognized for their work.

“In a company with 180,000 people, most employees rarely interact with leadership,” says Frank Farrall, national leader for Deloitte Australia’s Online Consulting Practice. “Yammer breaks down those barriers.”

Deloitte leadership uses Yammer to pull reports that identify employees with high engagement and positive feedback. The more a user interacts with groups, downloads articles and responds to queries with the same keywords, the more they are distinguished as thought leaders on a subject.

“This is one key way to rise up in the firm–get recognized as someone who drives connectivity,” Farrall added.

Deloitte layered gamification elements into Yammer to further drive engagement and recognition. Using the behavior platform Badgeville, Deloitte awards “badges” when employees report milestones in Yammer, such as completing segments in Deloitte’s Leadership Academy. Users can monitor their rank on a leaderboard that shows what they need to do to surpass the person immediately ahead, encouraging them to do more.

 

Topics: jira atlassian blog business confluence efficiency enterprise management practices process tips tricks value collaboration continuous-improvement operations
1 min read

Jira 5.1 Released

By Praecipio Consulting on Jul 11, 2012 11:00:00 AM

We’re excited to announce the availability of Jira 5.1!

Jira 5.1 introduces a number of new capabilities for new and existing customers:

Inline Edit for Jira Issues

In Jira 5.0 Atlassian took the first step in making Jira easier and easier for end users – with new, fast Create and Edit dialogs.  In Jira 5.1, field edits, transitions, comments, and all your Jira actions can happen faster than ever.  With inline edit, any Jira field can be edited from the View Issue Page. The speed at which users work in Jira is dramatically changing on a daily basis.

Performance enhancements for large Jira instances

We know this is a big one for many of our largest clients. In Jira 5.1 two teams have been dedicated to performance: a Jira performance improvements team and a company wide Atlassian Performance Engineering team, specifically focused on Jira performance for large instances above 200,000 issues. Atlassian’s repealed the 200,000 issue limit as a result of the improvements, including a 40% improvement in throughput.

Issue Collector

The Jira Issue Collector lets you embed pre-configured or custom feedback forms into any web application or web site, so you can collect feedback, and use Jira to assign feedback items, or put them through workflow.  If you’re looking for a great demo for Jira, the Issue Collector is a great one: how to expose the power of Jira in a simple manner to people both inside and outside of an organization.

Lots More

And 5.1 comes with a whole lot of other enhancements: Disabling users, automatic time zone detection, improved search for Jira to Jira Remote Issue Links, and more than 42 new feature requests implemented and over 840 votes fulfilled.

Topics: jira atlassian news blog business efficiency management practices process product-services value lifecycle
5 min read

Stash 1.1 Released: Simple, Secure Git Repository Management for the Enterprise

By Praecipio Consulting on Jun 19, 2012 11:00:00 AM

Seven weeks ago the world met Stash – a centralized solution to manage Git repositories behind the firewall. Stash 1.0 was a huge launch! Atlassian’s been deluged with great feedback and already have small agile teams and large enterprises adopting Stash for their Git development.

Atlassian’s just getting started, and today Stash’s future begins! Stash 1.1 is here with more features focused on making your behind the firewall Git development simple, secure and fast.

SSH Support

Developed from the ground up with enterprise level security as a #1 priority, Stash now supports SSH in addition to HTTPS. Use standard HTTPS authentication or set up your public keys and connect to Stash via SSH, it’s your choice. This resolves Stash’s #1 feature request focused on adding security options to support SSH.

 

For those of you who chose to go the SSH route there can be some benefits for your team (depending on your setup):

  • Increased security
  • Ease of configuring automated systems, such as build and deployment servers (e.g. Bamboo)
  • Restricted access to pushing and pulling from Stash without compromising passwords

Developers are able to manage their own SSH keys. For those using multiple machines to work with their Git repositories or several automated systems pushing and pulling from Stash they can add as many keys as they see fit. And, have no fear Stash admins, you still have full control over SSH keys with the ability to grant or revoke the SSH keys of any user.


Do you understand your Git error messages? No matter what flavor of authentication you choose, Stash makes sure you know what’s going on when things go wrong. Unlike standard Git error messages, which can be confusing and contribute to the steep learning curve, Stash will provide you with user-friendly messages.

Standard Git error message when a repository does not exist

fatal: https://stash.atlassian.com/scm/STASH/nosuchrepo/info/refs not found: did you run git update-server-info on the server?

Stash Git error message when a repository does not exist

fatal: https://stash.atlassian.com/scm/STASH/nosuchrepo.git: Repository does not exist
The requested repository does not exist, or you do not have permission to access it.

Fast-er Browsing

Time = money, and who doesn’t like to save a few bucks? Stash 1.1 vastly improves productivity by providing a faster experience for you and your team to work with Git repositories. Development delivered fast and efficient!

Diff Power

Atlassian’s development teams consist of back-end coders, front-end coders, QA, performance testing, product management and even designers. They’re all part of the development process.

The designers on Atlassian’s team were looking for a way to utilize Stash to compare images. They posed questions like “Have you ever tried to find the subtle difference between two images? That difference may be small like a text change or as large as a page redesign. In many cases it is not obvious.” So, from Atlassian’s designers to yours, we introduce the interactive image diff viewer (careful, it’s hypnotic!).

Maybe not as exciting, but definitely useful is ediffs. When viewing a diff it can sometimes be difficult to distinguish textual changes. Stash solves this with the addition of ediffs to clearly see what textual changes were added or removed when comparing two revisions.

Recent Repositories

There’s a new item in the Stash header, Repositories, that shows you the few repositories you usually work with, even though there may be hundreds set up across your company. For those developers who work with several repositories and want to avoid several clicks to get back to those repositories meet Recent Repositories. Quickly navigate to the repositories you recently visited and save a few seconds in your day.

 

Mouse-less Productivity

Atlassian wanted to make it faster for their development team, and yours, to navigate Stash (Stash was developed with Stash ). When viewing changesets, browsing directories or jumping through your commit list simply press ‘J’ or ‘K’ to move from next to previous. Less mouse, more keyboard!

Check out the other time-saving keyboard shortcuts by clicking the image.

 

Simple-r Permissions

Git’s great, but administering access control to your repositories isn’t! For those organizations with complicated user management (especially in a corporate LDAP), Stash simplifies Git administration. Stash keeps you and your developers productive by providing a way to structure your repositories and manage permissions all in a matter of seconds.

  • Global permissions – delegate administration of projects to developers and provide them the freedom to create and manage repositories; no more requests to IT to create Git repositories.
  • Projects permissions – use the project structure to grant a simple set of project permissions to users and groups to control access to repositories; you can have confidence that the right developers have access permissions to a project.

The new permission screens provide an at-a-glance overview of who has access to your projects and makes managing permissions even faster. Without further ado – the new permissions screen…

Meet Stash 1.1 – 25% off for 12 more days

If you haven’t met Stash yet, now is the time. Be one of the early adopters of Stash and take advantage of the introduction offer of 25% off for new Stash licenses. This long-standing offer will expire in just 12 days (June 30, 2012).

Stash – Git Repository Management for Enterprise Team. Git going!

 
                

Questions & Feedback

Have questions or feedback about Stash? Drop us a line or log feedback on Atlassian’s public Jira issue tracker.

Topics: atlassian blog bitbucket bpm business efficiency enterprise groups management process technology user value collaboration continuous-improvement information operations
1 min read

Lean Thinking- Reducing Process Generated Waste

By Praecipio Consulting on Jun 18, 2012 11:00:00 AM

Lean thinking allows organizations to determine value, and organize their value creation processes in a specific sequence. This fundamental understanding of the value stream allows organizations to dived their work processes into:

  • Value-adding activities
  • Required non-value-adding activities
  • Non-value-adding activities

It’s important to note that while organizations can specify an associated value with a process; value’s inherently determined by the consumer – your organization had better have a clear understanding of what that is.

Lean thinking also affects the flow of your production processes by emphasizing a continuous product flow, pulled through by customer demand – ensuring that nothing’s built until it’s needed, and what’s built is in fact needed by its end-user. As Lean thinking’s applied to your specific business model you’ll  inherently perfect your product through the constant process of identifying and removing waste.

Lean + Agile = Better Business Practices

We prefer to look at Agile as more than just a methodology, but also as a way businesses can reduce process – generated waste and non-value-adding activities.

Think of a value system instead of a process. Software development’s too difficult to waste time pouring over things that don’t matter, and it’s extremely inefficient for the organization at hand. From this viewpoint we can apply lean thinking to Agile development.

To effectively understand the meaningful roles these approaches can have, we must first examine their application. From this point of view, Lean represents a set of principles that help guide our ideas and insights about Agile. Lean thinking should be viewed as a set of value-maximizing principles that don’t change over time, and Agile development as an application of principles to a particular situation. Agile principles are specific to each environment and should change to fit the task at hand. Here it’s easy to see how Lean thinking concepts expand upon and improve the framework of Agile methodology.

Topics: blog scaled-agile automation bpm business efficiency management optimization practices process process-consulting value continuous-improvement lifecycle operations
3 min read

The ABC's of Agile

By Praecipio Consulting on Jun 7, 2012 11:00:00 AM

The Agile school of software development’s currently one of the most accepted methodologies for improving productivity. Targeted mainly towards IT managers and CIOs, Agile methods promote an interactive approach which have the ability to help flatten your organization’s cost of change curve.

The Manifesto for Agile Software Development was first introduced in 2001, and outlines the foundation of Agile in twelve 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 co-operation 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-organizing teams
  12. Regular adaptation to changing circumstances

Cost of Change Curve

First introduced by Barry Bohem in 1981, the cost of change curve represents the exponential increase in cost as it relates to making a change during the normal development phase of a product. This means that as your product moves farther down the developmental pipeline it becomes more costly to make changes and remedy errors.

That’s a good argument for Agile since it ensures you leave the current production phase with a product that’s as close to perfect as you can make it – particularly because Agile methodology calls for testing and up-front integration which translates to rapid production and minimal initial design. Since the test code’s written before functional code and automated test suites are built around the evolving code, developers are allowed to make rapid and aggressive changes.

The ability to make these changes is one of Agile’s key features and the result is a reduction in the amount of product errors late in the development phase, reducing the cost of change. Even if your organization enjoys a rather flat cost of change curve, Agile ideals can be applied to reduce the cost of change throughout the software life cycle.

Scrum

Scrum’s another widely accepted approach to implementing the Agile philosophy, which includes both managerial and development processes. This approach relies on a self-organizing, cross-functional team supported by a scrummaster and a product owner. Scrum makes your organization Agile by ensuring quick progress, continuously creating value, and by keeping projects on track. The most important concepts of Scrum are:

  • Product backlog - A complete list of requirements that are not currently in the product release. Typical backlog items include bugs and usability/performance improvements.
  • CI - Also known as continuous integration; allows for scrum teams to continuously integrate their work. This will often happen on a daily basis.
  • User story – Describes problems that should be solved by the system being built.
  • Scrummaster - The manager of the Scrum project.
  • Burndown chart - The amount of work remaining within a sprint, i’s updated daily, and also tracks progress.
  • Sprint backlog - A list of backlog items assigned to a sprint, but not yet completed

Kanban

Kanban means visual board – and that’s just what it is, a development process that revolves around a board to manage works in progress (WIP). A Kanban board includes “lanes,” each denoting different phases a project might take. It moves WIPs across the board and deploys them into production when they reach the done column. Since Kanban development practice revolves around WIP management each state of progress is limited to a set number of projects. Organizations able to leverage this high frequency of delivery typically enjoy a large financial benefit.  The most important concepts of Kanban are:

  • Swim lanes - The horizontal lanes of a Kanban board represent the different states in which a WIP or task can exist.
  • Backlog - A list of backlog items awaiting deployment, but not yet completed.
  • Stories – A particular user need assigned to a development team.

Atlassian and You 
Atlassian specializes in robust, easy-to-use, affordable internet applications that seamlessly integrate Agile and Lean methodology  with your business processes to support your organizational goals.  Simply put, success breeds extraordinary performance – and  extraordinary performance breeds success. Atlassian’s suite of products are designed to boost your organization’s performance by providing tools that are easy to use, allowing your business to build its own solutions.
Topics: jira atlassian blog scaled-agile central business confluence efficiency issues management process process-consulting scrum technology texas value tracking change continuous-improvement greenhopper incident-management information it lifecycle operations

Less Waste, Less Frustration

By Praecipio Consulting on Jun 2, 2011 11:00:00 AM

Another “what we do in a nutshell.” We love this stuff.

 

Topics: praecipio-consulting blog bpm business efficiency management process reduce waste
1 min read

The "Business Stuff" Behind the Innovation

By Praecipio Consulting on May 3, 2011 11:00:00 AM

Great ideas sell, even without the fortification of brand or tangibility. If an idea’s well-built, well-defined, and in-demand, sales are almost guaranteed with a little marketing.

At SXSW in March we saw lots of great ideas – ideas that practically sold themselves. We spoke with some start-up app companies that had over 100,000 downloads in their first month. Another was growing so fast they were figuring out how to hire 50 people in their third month of operations. In these dream scenarios, it’s hard to imagine what more you need to succeed. With a 1500% growth rate, what’s to worry about?

But even lottery winners must face reality at some point. In this case, every business is still a business. No matter what you’re selling, you’ve got books. Records. Processes. If you’re going to succeed, you’ve got to have that stuff organized. The more dynamic and exciting your product is, the more sales you’ll make short-term. The more efficient and consistent you are, the more money you’ll make long-term. While developing efficiency and consistency is generally not as fun as product development and demos, it’s what fortifies the innovation you’re selling.

That’s the bigger picture of what we do. On the surface it looks like IT development strategy integration reliability blah blah blah, but really, it's enabling great ideas to stick around long-term. And that's not to strip those words of their meanings. Strategy, for example, determines the direction and scope of every business process that goes in and out the door. Integration determines if two of the systems you work with daily will actually talk to one another. And if things aren't reliable then you might as well go home and make toast, because your operations are metaphorical toast. We make great ideas into outstanding businesses. That’s what counts!

Topics: blog bpm business efficiency process reliability sxsw development integration it
1 min read

The Key to Profitability: Reduce Process-Generated Waste

By Praecipio Consulting on Jan 18, 2011 11:00:00 AM

Businesses run off process. They succeed with good process; they flop with bad process. Process is everything. Process is what renders a company efficient, maintainable, or a huge godawful mess.

We’ve said before that the profit’s in the process. It’s true. As a company you may sell the coolest product in the world, with sales topping 1 million per day, and flop due to poorly-built internal processes.

The fact is, processes can generate expensive waste within an organization – waste more costly than what most of us consider our greatest expenses (hardware, space, etc). Take this for example – and note that this is stripped down intentionally and doesn’t account for much of what’s taken into account when improving process. If one process isn’t well-defined, and causes 50 employees to spend 1 hour completing a processes that could take 1 minute, that’s 50 employees x 59 min x (average employee salary ÷ 2080 hrs/yr). Assuming the salary divides to $20/hr, that’s nearly $1,000.00 of waste every time the process is performed. If the process happens daily, that’s 246 days x $1,000.00 ($246,000.00) of waste annually from just one business process. You get the idea.

The key to profitability isn’t just sales or reputation. It’s sustainability inside your business doors – the ability to provide long-term economic well-being to your company. That’s why a part of our mission is to “leverage technology to help businesses do more with less – promoting sustainability by reducing process-generated waste.” It’s the same idea as reduce, reuse, recycle – instead of reducing physical waste to promote a more sustainable environment, reducing process-generated waste (time, money, misc business resources) promotes a more lean, efficient, sustainable business environment.

To summarize: Businesses are made up of thousands of processes. Each process is intimately linked with other processes. If one process is completely inefficient, it impacts other processes negatively – and the costs of inefficiency add up in a sort of domino effect that can be invisible to the business. Ideally, every process should be predictable and repeatable, doing the most with as little resources (time, money, people) as possible. Technology is often how that’s executed successfully – and the more business processes a technology supports, the more valuable it is.

Topics: blog bpm business efficiency management process reduce sustainability waste company
1 min read

Client Spotlight: EPB of Chattanooga

By Praecipio Consulting on Sep 21, 2010 11:00:00 AM

Electric Power Board (EPB) is an electric and telecommunications company owned by the city of Chattanooga, Tennessee. EPB provides electricity, cable, and as of this month, the fastest internet in the US to greater Chattanooga.

EPB has showed itself as one of the most progressive public utilities in the US by, in addition to providing 1GB internet, actively building a 100 percent fiber-optic Smart Grid. EPB had already begun their Smart Grid program before the Obama administration included billions of dollars in grands for Smart Grid projects in the 2009 economic stimulus program. EPB’s internet offering piggy-backed off the fibers laid in place for their Smart Grid.

EPB’s Smart Grid has created a platform of innovation for the city of Chattanooga as a whole. In addition to offering an array of R&D opportunities, the Smart Grid has essentially invited companies from across the US to use the grid and 1GB internet streaming to work on complex projects and develop next-generation applications – a huge stimulus for the regional economy.

We’ve been proud to be involved with EPB’s innovative efforts since 2007. We share EPB’s passion for innovation, efficiency, and sustainability; sustainable energy practices and technology are critically important for our future. During our time in Chattanooga, we’ve:

  • provided Project Management for the development of EPB’s two new websites, EPB.net and EPBFI.com
  • implemented robust Microsoft SharePoint process frameworks for managing and facilitating legal matters, RFPs, and a host of other business processes
  • developed Process Lifecycle Management methodologies that have improved EPB’s operations
  • implemented ITIL-based methodologies and best practices, making EPB’s IT processes more consistent and repeatable

…and a whole lot more. Good technology supports good processes; good processes make for good profit and reducing expenses. It’s been great to help EPB reduce expenses during a critically important (and exciting) time.

Read more about EPB on their website – and check out the cool 1GB-powered things happening in Chattanooga at ChattanoogaGig.com.

Topics: blog assessments efficiency implementation internet management optimization process process-consulting project sharepoint smart development grid itil lifecycle microsoft bespoke

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