Bottom-up Initiative Power

It is often acknowledged that innovation and initiative come from groundswell movements. It is important for society and organisations to leverage these opportunities. One particular example of a ground-up movement is the Irish “Blood Bike” organisation. This is a bottom-up initiative of motor-bike enthusiasts in Ireland, who assist the health services by providing timely courier services for blood and other patient care support.

There are seven Blood Bike groups organised in Ireland, based all around the country (East, Leinster, South, West, Mid-West, North West, and Cú Chulainn Blood Bikes). These regional groups are completely self-organised and driven by nothing more than the initiative and creativity of local Irish bikers.

I have ridden motorcycles ever since I could legally have a driving license, so luck struck when my hobby and interests crossed paths with the local Cork “Blood Bike South” group. That good fortune enabled me to find another outlet (or excuse!) for jumping on a motorbike, and it afforded the grounds-up initiative of Blood Bike South, to support more services for the Irish healthcare system.

The service is provided completely by volunteers, with this groundswell from Irish motorcycle riders having significantly contributed to courier cost savings for the health service. More importantly, the service has undoubtedly saved lives because of the timely door-to-door courier service, and is an example where a local idea and initiative can grow to become a country-wide valuable service.

In addition to the Blood Bike movement, Aspira and its staff regularly volunteer for a number of other organisations in various sectors and recognise the importance of giving back to the community.

Author: Jim Blair, Director of Software Services, Aspira

 

The four ways your leadership is killing your project, and how to change it.

Growing up, my favourite Star Trek Next Generation character was Commander Will Riker. And I’ll admit it, I may have modelled my own beard on Number One’s impressive facial hair. But apart from the trendy beard, here is why Commander Riker should make you rethink how your leadership style is affecting the projects you sponsor.

‘Command and Control’ style leadership is something many of us grew up watching on television and in movies, and it’s still the approach many of us encounter and expect today in our organisations. But in a modern dynamic digital world, ‘Command and Control’ leadership is killing projects.

Statistically 32% of projects fail to meet expectations, and the leaders sponsoring those projects are the number one issue. So here are the four ways your leadership is killing project success, and how you can change it:

First, you are only human and like all humans you have insecurities. So although being a project sponsor demands a different approach, it’s common to default to your ‘business as usual’ way of working because you are afraid to fail. But the leadership approach that works so well in your day job as Sales Director, Account Manager, CEO etc. doesn’t transpose to the project world. In that world as a project sponsor you must be the team’s champion, not their captain. It is your job to set out the vision, and get the team fired up about bringing it to life. Your biggest achievement is not getting started, it is binding together as a project team to work through issues together as they arise. Plan for some setbacks, accept the team’s support, and persevere for success.

Second, avoid the HIPPO effect. The Highest Paid Person in the Office is the one people usually defer to, rather than listening to the most capable person in the office. Your project team have special skills and responsibilities in their roles, different from their ‘business as usual’ functions. Just because you have more stripes on your shoulder doesn’t mean you have the right answers. Unnecessary hierarchy constrains innovation and project delivery success. So if you run into one of the project team in the corridor and are tempted to over-reach your sponsorship role by acting as the high commander, remember that dictatorial decision making is almost always counter productive.

Third, embrace the fact that projects can often be seen as a disruptive and loss making entity at the start. This can be very confronting and stressful for an executive leader used to running a profit making unit, especially when this costly project is changing core business. I have seen leaders lose sight of the overarching vision amidst all this change, and interfere with the project plan causing chaos. Stay focussed on the vision and benefits of the project, and facilitate the unlocking of your project team’s immense skills so they can deliver successfully.

Fourth, be willing to release control and take a ‘belly of the beast’ approach. Support self managing teams because they will be more innovative, more empowered and will deliver change faster. Traditional top down ‘command and control’ is disproportionate, time consuming and less effective. I have supported leaders to release control, and those project teams having failed to deliver their KPIs initially, went on to exceed them. There is no situation where control becomes irrelevant however. Instead it’s about the boundaries to that control and how those are interpreted. Good governance, agreed responsibilities, and inclusive ways of working are the key to productive dynamic project teams.

Follow my four recommendations to relinquish your ‘Command and Control’ leadership style, and make the move to a more people-centred project approach. You may not satisfy all of your requirements, but your organisation will evolve to become more nimble and more innovative, and better able to respond to rapid technological change.

For all your PM Consultancy needs,  please contact aspira.ie or aspira-europe.nl

Author:  Peter Ryan, Managing Director, Aspira-Europe

Making the dream of Aspira Europe a reality

 

 

When I flew into Amsterdam recently, I had plenty of time to think about what Aspira has achieved over the last number of months as a company.

Our objective for the project was to launch Aspira Europe in 2019, something which even with my overly optimistic persona was finding hard to grasp at that time. The numerous legal, financial, tax, company formation and HR challenges aside, my own ongoing concern was how we would bring our unique mix of services to a new market. It was a great idea, but it had to be commercially viable, and we would need to be attractive to Dutch clients, in a tight and competitive marketplace. When we opened the office in Dublin, at least it was familiar territory. I had clients, consultants and the right language to make it all possible.

But then, Aspira is an expert in project management and delivery. As the plan started to unfold, with the local guidance of Enterprise Ireland (EI) in Amsterdam Zuid, we located an office space, legal advice, marketing assistance, HR assistance, formed a BV (a private limited company in the Netherlands), and eventually identified a candidate who would lead from the front on the ground. Peter Ryan, the Aspira BV MD, is a lifelong Programme Manager, of course. We never intended to stray away from what we do best!

The offerings development and market penetration plan was much easier once Peter joined the party. Based on his own experience and contacts, we were able to articulate what Aspira in the Netherlands is offering today in country. We also listened to the advice of EI clients who had been here before, hiring a local Business Manager, Nancy Nieuwenhuis, and taking an office in a central location near Amsterdam International Airport (Schiphol).

As I flew in today, I was incredibly proud to be able to walk into a busy office, and contribute to a number of meetings focussing on delivering various project management services, and some business analysis consultancy projects for our Dutch client base. The dream is actually reality.

Aspira in the Netherlands offer a range of PM services in consultancy, training, resourcing and all this delivered in classic (Waterfall) and Agile methods. Our leaders are senior contributors to the Project Management Institute with Pat Lucey (Group CEO Aspira) being President of the PMI in Ireland and Peter Ryan Director at the PMI in the Netherlands. Most critically, our clients testify to the value added services that we offer with so many joining us at our 14 February Netherlands launch. If you would like to hear more, please connect with me, Peter or Nancy. I am sure you will be just as excited as I have become with what Aspira and the Netherlands has to offer.

Author: Russell Moore, Head of Resourcing, Aspira.

From denial to acceptance: The five stages of navigating unexpected change

The Kübler-Ross model lists the five emotional stages that we go through when dealing with grief. These are first denial, then anger, moving into bargaining, then depression and finally acceptance.

Apart from serious and tragic events, we can also go through a milder version of these five stages when faced with unexpected events or change.

Last Sunday I needed to drive from Cork to Dublin – normally a 2.5 to 3 hour drive, depending on traffic. I decided to detour via Limerick to attend a funeral which would add another hour to my journey.

I checked the weather forecast which was not great – lots of rain, wind and with the possibility of snow on high ground. But it was only a yellow alert – which is far from the “stay at home” red alert status.

So off I went. Within 30 minutes, the snow was pelting down.

Denial. This can’t be right? I’m not on high ground. It will go away shortly. 60 minutes in, some cars are pulling over and giving up.

Anger. 2 hours in. For god’s sake! Are these weather forecasters just looking out their windows? The radio station is giving me no information. This is ridiculous. The car behind me is driving far too close. Why are there so many muppets on the road?!

Bargaining. Ok – I will not attend the funeral as that will delay me an hour and then it will be dark driving through the snow. Visibility won’t be too bad if I complete my journey in daylight hours. If I just keep going I should get there within 5.5 hours. It’s the best option. Staying somewhere overnight means I’ll be stranded as the roads will be frozen over in the morning.

Depression. OMG. 6 hours in and I’ve spent the last hour literally parked on the motorway. Nobody moving. No idea what’s happening. Why did I leave this afternoon? Why didn’t I stay overnight in Limerick? Why did I need to go to Dublin? What’s the point of it all anyway? Why am I not in front of a warm fire watching football on TV? Why? Why? Why?

Acceptance. 8 hours in. Traffic has started moving again. Roads look fine here on the outskirts of Dublin. It was interesting listening to that Talk Radio report from Mobile World Congress in Barcelona – I never knew there was a tech review radio show on Sunday nights – mental note for the future. The most important thing was to travel safely even though the journey took longer than it should. Feeling lucky that I had a full tank of fuel when I set off on my trip this afternoon.

As I realise that I’ve reached a Zen-like state of Acceptance, I also realise that when I am dealing with people in work and trying to drive through a major change, I need to recognise that people may go through their own version of the Kübler-Ross model. So instead of rushing people along and telling them to ‘get with the program’, I need to recognise and respect people’s need to get through the cycle in order to become supportive of the change project. After all, we are all passengers on the same journey – let’s be courteous to our fellow travellers!

After 8 hrs 45 minutes. I arrived. New record. 3 hours spent stationary on the motorway. But feeling calm, I decide to go celebrate my arrival with a pint of beer in the Ferryman pub on Dublin’s Quays – a great pub.

But it’s Sunday, and I arrived after 11pm, so the pub has just stopped serving beer. I can feel it coming on again – denial – anger – etc. etc.

Here’s to acceptance!

For more information on how Aspira can help your organisation navigate times of change using our project management expertise, contact us here. https://aspira.ie/consulting/

Diploma in Project Management

 

In February, I was invited to give an address and hand out awards at the annual graduation ceremony for the Diploma in Project Management at Cork Institute of Technology.

It was a pleasure to do so, and get the opportunity to meet so many people who put in a huge effort to achieve their qualification. The CIT Diploma is not targeted at undergraduates – it is a part-time course (two days per month, over seven months) and the people on the course are typically working full-time jobs, who are seeking to build up their capabilities and career options, augmenting their existing qualifications with a respected qualification in Project Management.

It is no joke to take on an educational qualification while also holding down a demanding job and balancing domestic responsibilities. It forces people to be organised and efficient in their allocation of time. Maybe it’s why many of these people like to study Project Management – they are a natural fit!

As I looked around the room, it was great to see the level of pride expressed by the family members who accompanied the graduates to honour, recognise and celebrate their achievements. People brought along their children, their parents, their partners, etc.
I know that in order to take time to study over weekends, the daily family responsibilities did not magically disappear – other family members or friends stepped up and helped out. It was heartening to see the graduates give a loud round of applause to all those people in their lives who helped them to successfully complete the Diploma.

Additionally, what struck me was the old African proverb – ‘to go fast go alone, but to go far bring a team’. None of the graduates completed their achievement alone. Every single one of them had the support of their families, colleagues, friends and of one another.

In my role as President of the Ireland Chapter PMI, it is a proverb I need to remember. When working in a voluntary organisation, it can be tempting to do things yourself, in order to achieve the fastest results. However, in order to build up an organisation’s long-term capability, it is important to build a team. A good team will always be far more capable that any one individual — no matter how efficient that individual is.

A huge congratulations to everyone who received their Diploma!

For those who may be interested in this course, the next cohort of the CIT Diploma in Project Management, starting 22nd March 2019, is taking in applications now. For more information, or to apply for the course, visit the course page here: http://bit.ly/2SHJlW6

Author: Pat Lucey, CEO, Aspira

Irish Enterprise IT Company opens office in Amsterdam and announces 30 new jobs

Irish Enterprise IT Company opens office in Amsterdam and announces 30 new jobs

Irish Ambassador to the Netherlands officially opens Aspira’s new European office

14 February 2019: Aspira, the wholly Irish-owned consulting and IT project specialists, today announced the opening of their new mainland Europe Headquarters in Amsterdam and the creation of 30 new high-level jobs. The award-winning company experienced accelerated growth, more than doubling in sales over the past three years, driven by a number of new project wins.

The 30 new jobs, which will be based primarily at the new Amsterdam office with some in Aspira’s Irish offices in Dublin and Cork, will be rolled out over 18 months and will include project management, business analysis, data analysis and software development roles. This office opening is in response to the rapidly expanding client base in Europe and Middle East.

The Irish Ambassador to the Netherlands, His Excellency Kevin Kelly, will officially open Aspira’s new state-of-the-art headquarters in Strawinskylaan, Amsterdam today.

Speaking about the jobs announcement, Aspira-Europe Managing Director Peter Ryan said, “The Netherlands is in the EU Top 3 for IT and project management and demand for these services is expected to grow significantly over the next four years. However, Dutch business leaders have identified that the shortage of good IT professionals represents a major challenge to that growth. Aspira bring deep bench-strength and experience in both IT and project management to the Netherlands and so this announcement of 30 new jobs is very welcome news.”

Aspira Group CEO, Pat Lucey said: “The new roles we are announcing today will strengthen our delivery capability and our management team at a time when we are expanding rapidly to international markets. We forecast overall sales to double again over the next three years, with international sales growing at an even faster pace.”

Aspira was established in 2007 and currently employs over 100 people. Its accelerated growth has seen it named in the Financial Times Top One Thousand Growth Companies in Europe for the past two consecutive years.  Mr Lucey continued, “For twelve years we have consistently provided best-in-class enterprise solutions for our clients, ensuring their delivery on time and on budget. We will continue to offer a world-class service that will address our clients’ growing needs for deep technical knowledge, data analytics and an Agile approach to delivery.”

Aspira caters for a diverse, international client base, including leading players in the IT, financial services, pharma/med devices, healthcare and energy sectors.  Aspira is supported by Enterprise Ireland, the state agency for developing Irish business globally, which has provided the company with international market entry assistance and will work closely with the company to accelerate its position in global markets over the next phase of its growth.

For further information, or to arrange an interview with Peter Ryan or Pat Lucey please contact:

Clodagh Geary, Aspira Marketing Manager

Clodagh.geary@aspira.ie
087 232 7668, 021 235 2550

Benefit Resolutions and Getting Fit: How to apply project management principles to real life

It is now early February, so it’s time to start thinking about my New Year Resolutions. Yes, I know the convention is that January 1st is the day to kick off those positive intentions, but my experience is that, like the TV ads for DIY magazines and the surge in keep-fit classes, after three weeks of ‘being good’, the novelty wears off and old habits return.

I prefer to reserve my energies and attempt my resolutions towards the end of the month. Remember that while January 1st may be the first day of the year, the old maxim says that ‘today is the first day of the rest of your life’, so there’s no need to procrastinate or put off trying to improve.

There are a couple of ideas from the world of project management that can help you stick to your resolutions.
The first is benefit realisation – the idea that you identify upfront what benefits your project will deliver and that you keep your eye on that prize rather than focussing on the activities to deliver the prize. If I resolve to run 5 miles each day, and focus on that activity as the goal, I am far more likely to give up. For example, if I were to miss a day or two and feel that I had broken my resolution, that would give me the excuse to give up. But if I identify the prize – that I will run my first ever Marathon in June, then an occasional blip won’t deter me – I can still keep going and achieve the benefit.

The second is the idea of opportunity cost vs sunk cost. In project management, opportunity cost is future-looking – what do I stand to lose if I don’t take action now. Sunk cost is backward-looking – what has already been spent. Emotionally, it is natural to obsess about sunk cost even though that ship has sailed and there is nothing more we can do about it. Instead, we should try to guide our decisions by considering opportunity cost. For example, if I resolve to reach a certain target weight, but yesterday I succumbed to temptation and had a burger and chips for dinner, today I shouldn’t use that as an excuse to give up on my diet. Instead, I should be forward looking and see what I can do today to help realise my goal and achieve my target benefit.

So – as we approach the end of January I am resolving to be more active and eat more healthily with the goal of losing eleven pounds. The benefit? Reducing cholesterol, improving BMI, and facilitating more acrobatic dance moves at the next wedding I attend!

 

 

Guest blog: A sneak peek into choosing an Independent Consultants Life

We invited Niamh Kelly to write this guest opinion piece about her personal experiences as an independent consultant.

A job for life… career stability… security… these mantras are often bandied about as the holy grail of #careergoals. I disagree with all of these largely because they don’t exist. Job security, predictable income, Ts & Cs and the ability to plan far into the future based on holding on to a job is a mirage which is long gone. Teachers, lawyers & the current nurses strike are hard proof examples.

I noticed the trend toward moving away from a Job for Life in the early noughties fresh out of university and jumped on board as an early adopter of skill survival but it has taken many years and a huge recession for the penny to drop for many others. Some unfortunately are still in denial.

The term job-hopping is used in a negative way to describe people who move from company to company. There is a huge problem with subscribing to this mind-set for you, the employee, as you will get stuck, you will operate from fear and you will make decisions based on external opinions instead of listening to your gut and trusting yourself. As an independent consultant, I job-hop for a living although I prefer the term client-hop and once you move past all of this external noise you will find that it is easier to design your life and carve out your career in a way that works for you. This is a day, a week, several months in my life.

When the last recession hit in 2008, by 2009, I experienced my first redundancy, it was devastating but an extremely well disguised gift. There were some huge life lessons I learned quickly and brutally:

1. Life gets in the way and even if you do everything right, the worst can still happen. It’s not you it’s them.

2. Always be prepared financially for the rug to get pulled from under you.

3. Be prepared to mobilise quickly in all types of economies – hone your skills, diversify if necessary and be flexible to change. If you are not flexible you will break like a stubborn tree in a hurricane.

Another redundancy came a few years after that in my favourite company to date with our Dublin HQ closure and that was almost more brutal than the first as I was emotionally invested in the company and my team. The grief was different this time; I mourned what was lost but I was not afraid of surviving the future. I knew I had what it took, I‘d done it before and this time I had even more skills, more experience and higher resilience. I felt secure in knowing that I had cleverly branched out into the technology sector which was thriving and changing the working landscape. Instinctively, I did not put roots down in my next permanent position, I saw an opportunity to expand my skillset even further in Tech Project Management and start-up environments and sought out a way to step outside my comfort zone deliberately. I took on difficult tasks whether I liked them or not as a way to stretch my professional legs. I don’t like spreadsheets but I became highly Excel competent, not a fan of public speaking but workshopped more ideas, improvements and knowledge sharing than I can count and while I’m no Mathematician if you put a € in front of anything I can negotiate, manage and track it to the nearest cent even with a moderately bad hangover. I can plan, strategise and forecast with the best of them although I always liked doing that so it doesn’t count.

As I was outgrowing my last permanent job the feeling of being stuck was gnawing at me but I had now become a little too comfortable and wasn’t feeling under pressure to make any swift decisions. The universe had other plans, it threw up an opportunity for me to buy a very unique and special home which was meant for me, I already owned a property and initially I didn’t think it would be possible. I somehow made it happen within nine days and when I came up for air on day 10, incredulous that I pulled this off, I suddenly realised the scale of financial responsibility I now had to bear which hadn’t even entered my thoughts two weeks previously. This could have been overwhelming but I went along with it.

Several months later, I left the permanent job after being there for a few years, it was time, and I took the leap and branched out as an Independent Consultant and so far it has been a great move for me. I work when I decide or when the right contract lands and I take time to travel in between. I am also a landlord and while I employ a company to manage the property, I often find myself managing them. I am designing my life. In the last two years, I have visited eight countries on four different continents and have three more pencilled in later this year. Consulting gives me flexibility I would not get in a permanent role and I have upskilled with every contract and stretched myself professionally in a way that I was hindered from doing in permanent employment. Best of all, I have increased my income exponentially which allows me the freedom to travel, pick good contracts and live my best life. I rely heavily on my network to connect me with good clients and you have to be prepared to walk in somewhere on day one and instantly take the reins to keep the show on the road. You also need to have the ability to propose frameworks for improvements and change. I have recently coupled up with Aspira through an old network contact of mine who I worked with several years ago. I sent him a speculative email on a sunny afternoon last summer and we met for a coffee within days to chat and see if we could do some business together and now we are. While I remain independent, working with our latest client running a huge internal hardware and software migration for 700 users has been fantastic and I now have the support of the Aspira family behind me to help me with any challenges I may come up against. They are a valuable support system for me and also act as knowledge pool that I can tap into at any time to help me to help our client, it’s a win/win/win.

So what about company loyalty, I hear you wonder, she hasn’t mentioned that at all, isn’t that important? I know that loyalty and longevity are two completely different animals. I still have huge loyalty to the Senior Management teams and Founders of the two companies I mention above. I continue to be friends with and mentored by these individuals, many years on, and I believe that many of us will work together again in the future – lads if you’re reading this you know who you are. I have huge respect and admiration for these people and have learned so much from how they handled the challenges as well as the successes. I have remained longer in other companies where we didn’t quite fit but I had a purpose, I delivered it and moved on. Relationships and positive networking are hugely important if you are taking this path, as the old saying goes, it’s all about who you know – but then to stay doing this and make a good living from it you have to be good at what you do.

Will I remain independent forever? Who knows, but right now I am incrementally maximising my skills & income level and pushing myself to achieve what I envision for myself, in the shortest amount of time – patience has never been my virtue. If I create a good solid design now then I should be able to withstand whatever the economy throws up at me in the future and it’s exciting and comforting for me to know that Aspira are part of this journey.

Author: Niamh Kelly

Scope Change or Scope Creep?

 

I’ve worked as a Project Manager for over 20 years, predominately using the traditional predictive approach, better known as Waterfall. This discipline has five distinct phases: Initiating, Planning, Executing, Controlling and Closing. Each phase is dependent on the previous one being achieved.

The Project Manager is fundamental in leading and guiding the team to achieve successful completion of each phase. This involves detailed planning and scheduling, focusing on dependencies, comprehensive risk assessments and an agreed budget to achieve strategic objectives and goals. The overall scope of the project is agreed prior to the execution phase with key milestones throughout each phase agreed and documented.

The Project Manager is ultimately accountable to deliver on time and within budget. However, there can be many surprises along the way that will impact the timeline, scope or budget and which threaten those key milestones.

The risk of scope change exists for any project and – if not managed properly – can significantly increase the complexity, causing a project to fail or run well over budget. It can happen as a result of poor due diligence during the initiation phase or a change in requirements. Managing the scope is key for any Project Manager – if scope changes are allowed to happen without the PM’s oversight, the project is said to suffer from Scope Creep – uncontrolled change in the project scope.

To avoid Scope Creep, it is crucial to engage and communicate regularly with project stakeholders/sponsors. Having a common understanding of the overall project goal and what business requirement it needs to satisfy should be clearly defined in the project charter. Clearly spelling out what is not in scope can be as important as defining what is in scope.

Typically, scope changes to the overall objectives will impact project time and cost. The Waterfall approach can be quite rigid and usually requires much justification for changes with a lot of resistance to break through. It predominately follows a top-down approach and once the plan is final, it is final!

Instead, an Agile approach is intended to embrace uncertainty in the project scope, and allows the project team to take a bite-by-bite approach to delivering the project, instead of needing to devour the whole thing in one bite.

Author: Orla Commerford, Project Manager, Aspira.

Why you need a Disaster Recovery plan

Aspira - Disaster Recovery

Aspira- Disaster Recovery

Why you need a Disaster Recovery plan?

Benjamin Franklin said, “Nothing in this world can be said to be certain, except death and taxes”.
When we consider the reliance of a business on IT systems, we can also say with certainty that, along with death and taxes, should a major IT systems outage occur, it can have a detrimental impact on your business, reputation and your customers perception. A mitigation against the potential impact of an outage is to develop and maintain a Disaster Recovery (DR) Plan.

Why develop a disaster recovery plan?

When you consider emerging phenomena such as Spyware, Phishing and Ransomware then no business that has any reliance on IT can be considered safe. Disaster recovery planning is not just for large and enterprise scale businesses, it’s for all businesses.
According to Cybersecurity Ventures, Ransomware damages reached $5 billion in 2017 and IBM reported that 70% of businesses paid to get their data back from ransomware attackers in 2016. In the case of traditional risks, research has shown that the most common causes of IT outages are Power, Human Failure and Natural Disaster with the direct costs annually running to 2.5BN dollars (IDC). It is fair to say preventative and remedial security measures such as an effective Disaster Recovery plan have now become essential.

What is disaster recovery planning?

DR planning is putting in place the measures and actions to be taken in the event of an IT systems failure to recovery those systems to an acceptable state in an acceptable timeframe. It is a component part of a company’s security profile, as well as being an essential element of a comprehensive Business Continuity Management (BCM). However, a DR plan should not be confused with BCM, which is much broader and considers not only IT but environmental as well has human impacts on a business’s ability to operate.

Disaster Recovery Challenges

When we look at what is involved in implementing a DR plan, a lot of companies struggle with two main challenges – Budget and Expertise.
No one wants to spend money on something you hope will never be used, and a lot of companies don’t have, or want to have, the expertise to plan the detail on delivering and maintain what could be a complex IT operation…….. that no one wants to ever use!

Defining a Disaster Recovery Budget

Cloud services now make the possibility of an Enterprise level DR solution at an main street price a reality for a lot of IT environments. Cloud solutions now mean that for relatively low costs (when compared to investing in hardware and onsite services) any company can have robust DR solution that provides levels of availability that would have previously been beyond reach in terms of cost.
Identifying Disaster Recovery Experts

On the challenge of expertise: Companies can now extend a Cloud service to becoming a Managed Cloud Service for Disaster Recovery. Outsourcing the setup, operation and maintenance of your entire DR requirement to an expert partner but doing it at a completely affordable price point.

What Disaster Recovery Plan do I need?

There are two concepts that you can use to determine what level of DR Plan you might need. You should look at the business processes that run your business, then look at the IT systems that these processes depend on (end to end), and define:

1. RPO: The Recovery Point Objective for the systems driving your business. Basically, if you must restore or recover and entire system – how old can the data be? This may seem obvious, but it is very important to realise that if you have a backup at 2am in the morning, what is on your backup is all your data up to 2am. If the server fails at 4pm the following afternoon and you must recover from backup, what you get back is all the data to 2am that morning. i.e. all information from then to 4pm is lost. In this example, 2am is the recovery point.
2. RTO: The Recovery Time Objective for your systems, is how long can you be without a system before your business (or the process affected) starts to become seriously impacted. For example, if you have an online ordering system and it becomes unavailable, how long can you sustain business without the system being online?
While RTO & RPO are linked, they can have different goals. i.e. you might need a system back online within 2 hours to enable business transactions, but the data can be a day old, or recovered offline as it is not urgent. Conversely, you might have an RTO of 24 hours, but the data must be no older than 15min!

Kickstarting your Disaster Recovery Plan

All businesses should now be, if not already, considering how a DR plan can form part of a security and business continuity process to safeguard operations, integrity and reputation. Managed Cloud services bring the capability of Enterprise DR solutions to all business’s. Once you have defined your reliance on IT, through a simple process of defining Recovery Point and Time Objectives, you can begin to formulate a plan to protect your IT and your business.

For more information on Disaster Recovery, or to speak to one of our expert team, contact us today.

STEPS FOR SUCCESSFUL SOFTWARE PROJECT DELIVERY

 

Having worked a range of high technology Irish pharmaceutical and Government customers, we know that flexible engagement models, and a wide range of skills and expertise are required for successful software project delivery. Head of Software Development Jim Blair has put together his top tips for your software project success.

INCREMENTAL DELIVERY IN SOFTWARE ENGINEERING

There are almost unlimited ways to build a customer software solution which means that Software projects in particular, can be very complex to deliver. It is for this reason that builders lean towards incremental value delivery. Using Customer Development suggests that software teams should plan incremental deliveries to the customer. Teams can use feedback from the deployments to tailor subsequent deliveries, with short turn-around time periods. This approach ensures that the subsequent solutions are built on top of software that has been tailored for customer value.

AGILE SOFTWARE DEVELOPMENT

Incremental value deliveries are ideal for getting feedback that can tune the solution value. The Agile software development process is specifically geared to supporting incremental customer deliveries. Scrum, which is one of the most popular Agile frameworks (there are over 40 different Agile frameworks!), defines an iteration as a “Sprint”. Common Sprint iteration cycles are two to three weeks. Scrum also defines an explicit process for planning each Sprint and planning the higher-level scope for a chain of Sprints. The success of each Sprint is proportional to the planning effort put into each Sprint plan. So, although the Agile principle of “Working software over comprehensive documentation” puts emphasis on getting working software, the principle doesn’t imply that planning can be omitted.

From Database architecture, through to complex business application infrastructure, to the world’s most advanced client applications developed for popular phone and tablet platforms, to web agnostic and Microsoft specific technology solutions, Aspira offers full-stack development experience that matches most needs enterprise development teams reach out for. Our development team size supports most enterprise-class development and we have a proven development track record. We also work to deliver small projects or can provide your company with onsite contract development staff to help you deliver your software projects successfully. Contact our Head of Software Development, Jim Blair, about your upcoming project, email: jim.blair@aspira.ie

Author: Jim Blair, Head of Software Development, Aspira.

Carpe Diem – Seize the Day!

 

In the past two weeks, during three independent discussions, I heard people recall some advice they received from their teachers.

My sister recalled how she was once told by her career guidance teacher that she would never achieve her own goal of becoming a teacher. The spurious reason given was that she didn’t ‘fit the mould’. It’s ironic that those very words just motivated my sister to prove her teacher wrong, to go on to have a distinguished career as an educator and is now Principal of a College. Lucky she didn’t let herself be limited by her teachers lack of vision.

A friend of mine recalled his teacher using a colorful metaphor to explain how an expert differs from a practitioner. The explanation was that an expert is someone who knows everything in the Kama Sutra but who never gets to go out on a date. That memorable quote has helped my client chart his own career path and give guidance to his team on the importance of honing their practical skills.

A colleague of mine commented on how she never had any ambition to go to college until a teacher saw something in her – the potential to achieve – that nobody else saw, even herself. But this teacher volunteered extra time and effort to help that young girl develop her confidence and is credited by my colleague for inspiring her to embark on what has been a very successful career.

Those three discussions got me thinking – once we leave school, who takes over the role of teacher? At that age we tend to blank out any advice from parents, and I don’t recall any college lecturer imparting wisdom to me in the way some teachers did. The closest I can think of is what I’ve learned from my bosses and mentors at work.

In exactly the same way as teachers, some bosses are memorable for good reasons, and some for not-so-good reasons. I remember some great advice I got from different bosses, including the advice to treat people well while I was ‘climbing the ladder’ because they were the same people I’d meet on my way back down the ladder.

That advice came true when I was made redundant from a multinational after 17 years – it was the people I had worked with for years who then became my network. Luckily many of them were happy to give me introductions and contacts to find work for Aspira – karma for treating people well.

Each of us needs to realize that in our jobs – whether as a people manager, project manager, or as mentor to junior staff- we can have a real impact on our colleagues, for better or for worse.

We can provide encouragement, career advice, and words of wisdom. Or we could choose to offer discouragement, cynicism, and negativity. Let’s make sure that each of us chooses to be the inspiring teacher who helps people to realize their potential and to Seize the Day!

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