Investing in Workplace Education

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When I joined TxMQ in the early 2000s, the company’s primary go-to market strategy was technical training. We hosted between 90 and 120 training classes annually for large companies in Toronto, Ontario, Ohio, and Michigan. We consulted, too, but it was a very small part of our overall business.
We ran seminars and private classes for customer running large IBM systems. IBM mostly funded this training program and, over time as IBM dollars dried up, companies brought us in directly for custom classes. With changes in workforce, and economic downturns those dollars also evaporated as companies hunkered down and weathered the financial crisis of the mid to late 2000s.
Over the past 5 years, as the economy has begun to normalize and slowly grow, we have seen a renewed interest in training as companies are now beginning to reinvest in their people, both through targeted technology training as well as onsite mentorship provided by senior consultants.
We have responded, and developed a series of classes, deliverable both as web based instructor led classes, self paced web based modules, and onsite private offerings for larger groups.
Companies who offer internal technical training accomplish far more than maintaining current skills for technical staff.   It is a way for companies to demonstrate commitment to staff and the future of the company. Such investments are difficult for HR to measure, but the payoff can be dramatic. From reduced staff turnover, to improved operational efficiencies, even greater customer satisfaction.
Training says to staff, “We care about you, and will invest in your continued education and development.”

Allow training outside of the “classroom”

Training doesn’t have to mean classroom based, or web based training.   Training can also be provided by approving travel to specific industry conferences.   Most companies that approve these efforts, require some validation by staff.   Either a write up on what was learned or, in some cases, a presentation that attending staff are asked to deliver to staff back in the office that weren’t lucky enough to attend the conference.

Validate and Vet trainings – ensure the learning maps to your goals

Merely providing training for staff isn’t enough. Training should “fit”. There should be a true value proposition in learning objectives for each course, each conference, and each workshop. Creating a Mentorship Plan for each department role is critical in attaining the desired return on investment.
Some software and hardware manufacturers offer certifications on their products. IBM, Oracle, Microsoft and many others offer countless certifications.   Some consulting firms, like TxMQ, similarly offer certifications on vendor solutions as well as broader vendor agnostic certifications. Do your homework, and make sure the classes map to your training goals and objectives – whether that value be positioned in the form of a “certificate” or in your staff’s knowledge of a new technology area.

Choosing the Right Training Delivery Platform

There are a variety of training platforms available today.   The most common is traditional classroom, and this remains the most effective. Classroom training is available on a public or private basis. Customized private delivery is most effective for companies introducing a new technology into their technical environments where there are enough attendees to justify bringing the class to the company instead of sending employees to a classroom someplace else. There is no replacing the value of instructor led training with hands-on lab experience where software technicians can experiment with the software. Instructor-led still provides the most effective delivery platform for technical students that learn by doing, while having immediate access and oversight by an experienced instructor. The downside of course, is the cost, which can be burdensome to the department both in terms of tight budgets and impactful for the time away required for participants to acquire the learning without the distraction of the workplace.
Online and web-based classroom training offerings have sprung up as alternatives to public and private classroom, saving time and money by allowing students to participate remotely and/or schedule according to their own availability. Web-based classes can be instructor led, scheduled, or on-demand.   Be sure to compare options with many online classes offering significant savings in cost, but failing to deliver on real value. The pros include providing students with flexibility and saving on travel expenses, while the cons include the fact that students are more prone to experiencing distractions such as taking calls or checking emails while attending class.   It’s also difficult to ‘go back’ to repeat something if one had to interrupt a session for some urgent distraction.
Self paced and computer-based training (CBT) options have become more mature offering modularized self-contained learning units composed of videos and online presentations by subject matter experts. Improvements in online delivery such as video streaming and easy internet access are making CBTs even more popular today allowing students to self-manage their education without a live instructor standing by. CBT can be highly impactful, especially for motivated students, who learn by reading and are able to use online tools and chat for asking questions and getting the answers they need to complete their own learning objectives. Furthermore, CBTs can be modularized and targeted to specific areas of knowledge or addressing common knowledge gaps. Entire libraries of learning modules are now available –or can be developed specifically for your department knowledge and made available for future viewing. .
Properly managed, and validated, any of the above training delivery platforms present compelling options for the employer willing to invest in the continued development of their staff.
So let’s get started. Reach out to TxMQ for more information, and let’s start showing your staff how much you care about them!
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WebSphere v.7 & v.8 End of Support – 18 Months Out

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WebSphere v.7 & v.8 End of Support

Are you currently running on what will be an unsupported version of WAS? Do you have a migration or upgrade plan outline for the WebSphere v.7 & v.8 End of Support?
As of April 30th 2018, IBM will discontinue support on all versions of WebSphere Application Server running on Java 6. This means that WAS release v7, v8 and v8.5 – if on Java – will no longer qualify for IBM support within the next 18 months.
It’s recommended that you migrate to WebSphere Application Server v.8.5 or v.9.0 to avoid potential security issues that may occur on the early, unsupported versions of WAS and Java.

Why should you go through a WAS upgrade?

Many security risks can percolate when running back-level software, especially WAS versions running on older Java versions. If you’re currently running on software versions that are out of support, finding the right support team to put out your unexpected fires can be tricky and might just blow the budget.
Upgrading WAS to supported versions will allow you to tap into new and expanding capabilities, and updated performance enhancements while also protecting yourself from unnecessary, completely avoidable security risks.

WebSphere Application Server v.9 Highlights

WebSphere Application Server v.9.0 offers unparalleled functionality to deliver modern applications and services quickly, securely and efficiently.
When you upgrade to v.9.0, you’ll enjoy several upgrade perks including:

  • Java EE 7 compliant architecture
  • DevOps workflows
  • Easy connection between you on-prem apps and IBM Bluemix services (including IBM Watson)
  • Container technology that enables greater development and deployment agility.
  • Deployment on Pivotal Cloud Foundry, Azure, Openshift, Amazon Web Services and Bluemix.
  • Ability to provision workloads to IBM cloud (for VMware customers)
  • Enhancements to WebSphere extreme scale that have improved response times and time-to-configuration

Why work with an IBM Business Partner to upgrade WAS after WebSphere v.7 & v.8 End of Support?

You can choose to work with IBM directly – we can’t (and won’t) stop you – but your budget just might. Working with a premier IBM business partner allows you to accomplish the same task with the same quality, but at a fraction of the price IBM will charge you, with more personal attention and much speedier response times.
Also, IBM business partners are typically niche players, uniquely qualified to assist in your company’s migration planning and execution. They’ll offer you and your company much more customized and consistent attention. Plus, you’ll probably be working with ex-IBMers anyway, who’ve turned in their blue nametags to find greater opportunities working within the business partner network.


There are plenty of things to consider when migrating your software from outdated versions to more current versions. TxMQ is a premier IBM business partner that works with customers to oversee and manage WAS migration and upgrade planning. TxMQ subject matter experts are uniquely positioned with relevant experience, allowing them to help a wide range of customers determine the best solution for their migration needs. Get in touch with us today to discuss your migration and back-level support options.
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20 Things I’ve Learned While Running a Business, Raising 10 kids, Staying Married, & Loving Life

20 Things I’ve Learned While Running a Business, Raising 10 kids, Staying Married, & Loving Life

This article was originally published on ChuckFried.com
I’ve always enjoyed writing. From my days in college when I successfully lobbied for an independent study course on advanced fiction writing, to the non-fiction I tend to write about today, it serves as an escape. A cathartic break from my sometimes crazy days.
During those crazy days, I am running a business – a successful IT consulting and staffing company, supporting mostly mid-market and large customers running IBM software. I am usually flying somewhere; attending a conference, meeting with a partner firm, visiting a customer, or putting out fires in the office. Days are hectic.
It’s always been this way, though. My wife runs a social services/child welfare agency. Oh, on top of that, we also have two dogs. Small dogs, so that probably counts as something like four big dogs (if you factor in their attitude).

Oh, and we have kids. Ten kids. Yeah, so things can be busy.

In the interest of full disclosure, most of our ‘kids’ aren’t really kids any longer. Most are in their 20’s. Our oldest is a year away from turning 30 and our youngest are turning 17 this year. Most aren’t at home any longer as a result, but still…lots of kids…
So what’s it like running a business, being a dad, and still having something of a personal life with hobbies, interests, and alone time?  It’s chaotic, but thrilling, and I wouldn’t have it any other way. Here are some lessons learned along the way… You can call it my personal path to sanity (or success), if you will. Though, I do believe it’s a journey, not a destination. Although I can always see it in the distance, true sanity can never be achieved, at least not if you have 10 kids!
I digress. Lets get to that list!

1. Get up early

Get up early… Really early. My alarm usually sounds around 5am, though I’m usually up already. It’s the quietest and most productive time of the day. Get things done early morning, whether they be for professional you or personal you, before the hustle and bustle of your day starts, and (more importantly) before your kids and spouse wake up!

2. Go to bed early

Nothing good ever happens after 10 pm. Nothing. Sorry nightlife, you’re not for me. Going to bed early makes rising early easier. Sure – it means I watch one less show or cut my nightly reading short but, the earlier I sleep, the earlier I rise. My day starts off on the right, productive foot.

3. Find at least one hobby, Netflix show, or something to do regularly with your spouse

It gives you something to look forward to and helps to maintain a common reference point between the always important, and never-ending parenting conversations. My wife and I have always made it a point to have a weekly date night. Beyond those childless date nights, we prioritize spending time together throughout the week to catch up on our favorite TV show. We’ll even read together (though separate books in completely different genres). Reading counts, too.

4. Make your kids live somewhere near you

We failed at this one (one of our sons lives in Europe) but, it’s a good idea if you don’t want to go broke with airfare. And, if you fail like I’ve failed, make it a point to travel (as often as financially possible) to visit!

5. Get a pet, or two

No human will ever be as excited to see me come home as our little dogs are, even if I’ve only just returned from a brief, 10 minute errand. Oh, yeah, and they can be pretty cute too. With most of the kids gone, I don’t like to consider myself an almost empty nester… we always have our dogs.

6. Have a good support team to lean on at the office

I get to hand pick mine, so I’ve been very fortunate, but it’s hugely important to have a team you can delegate to, especially when traveling overseas to visit previously referenced child and their family.

7. Hire slow, fire fast

Enough said. Trust your gut. If it feels right, it is. If it feels wrong, it is. Don’t overthink it. Much like in parenting, your gut is almost always right.

8. Fail fast, try again

This rings true for most things in life. Fail quickly, learn from your mistakes, and repeat as often as you can. In personal matters and in running the business.

9. Read like your life depends on it

I am always in the middle of at least TWO books, typically one non-fiction and one fiction. It doesn’t matter how crazy the days get, reading keeps me sane. Ask me, and I’ll gladly share my reading list!

10. Use some form of automated data backup service

You computer WILL fail you at some point, and it will be when it’s totally inconvenient. Plan for it.

11. Keep your inbox clean and your laptop/desktop almost as clean

Between the family and the constant work involved in running a business, my inbox can become quite clogged. So, to keep organized (for the disorganized) I have sub folders, and categories for everything. I try to end each day with UNDER 50 emails in my inbox (I receive over 400 emails a day mind you, this is no small task). I also rarely have a full desktop of files and folders, and NEVER have more than a few windows open in my browser.

12. Make health & fitness a priority

I’m a foodie, but also an avid workout fiend. I run, bike and swim daily (not each activity every day but at least one of those every day).  If I binge eat – and I do sometimes binge – I just add miles to the run, ride or swim the next day.

13. Travel often

Life is the stuff that happens to us while we are waiting for life to happen.  Enjoy each day. Find a way to make travel part of your life. Learn a new language, visit different places and cultures. Get out of your comfort zone.

14. Unplug for at least a part of each day

I don’t sleep with my phone on. If I’m unplugged, you can’t reach me, allowing me to be more present and in the moment.

15. Make time to be with family

Make it a priority. When your friends move away, or aren’t around, family always is. Love them or tolerate them, they will always be there for you, and will always be family.

16. Teach yourself a musical instrument, or get better at one if you already play

I am trying to make time to learn to play the guitar. It’s a struggle, but it is a goal. I will get this done. I won’t be the best, but I will accomplish it.

17. Keep a journal

I use day one. It’s not perfect, and far from a diary, but beyond allowing me to look up notes I took when talking to a customer, it’s a gathering place for my thoughts, some of which will be come blog posts like this ones, others will never see the light of day. It’s a good habit to pick up.

18. Live life like you are always being recorded or monitored (because you probably are, especially if you are a dad or a boss)

This one might seem odd, but more times than I can recall, it’s kept me from saying something stupid, doing something stupider, or just hurting someone’s feelings. Pretend a camera is always on you, and that your every action will be scrutinized one day, and you’ll be amazed how easy it is to always do the right thing.

19. Find a mentor, or be a mentor (but probably both)

Help others reach their goal. Nurturing young talent is a reward unlike any other. I was asked once (and accepted) to be a pacer in a half marathon, and that simple act of running a race and helping others to hit their goal time was one of the most rewarding running experiences I have had in a lifetime of runs.

20. Set goals.

A goal or target with no timeline is just a dream. Start small. Call a customer a day, or 5…or better yet, pick a big, fat, hairy goal, or BFHG as we call them, and break it down into attainable pieces, and go for it!

APIs & DevOPs are part of the Hybrid Cloud Answer

TxMQ’s Hybrid Cloud Practice

Most companies today have a huge investment in legacy systems and applications. Some may be mainframe based, containing collections of old Cobol code that continue to run the business. Other situations find companies with ERP or MRP systems that have been customized and retooled so much, they barely resemble the original out-of-the-box application that was originally purchased. Whatever the case, chances are high your legacy systems requires support and ongoing management by a team of developers and admins – likely many of whom are beginning to plan their retirements. Do you have a plan in place to handle this not-so-far-off future?
Cloud is all the buzz today, but you are stuck in the past with systems and technology that just can’t be ‘lifted and shifted’ to the cloud. It’s either that, or you are hamstrung by regulatory requirements that simply preclude much of your data from a cloud migration.

APIs are a part of the Hybrid Cloud answer (or at least will get you started down the right path)

An API strategy allows you to leverage your back end assets by exposing them for consumption to trusted partners, or even end consumers. All while ensuring the security and reliability of your legacy systems.
This approach is one we call ‘Hybrid Cloud’. It is the first step in a cloud strategy that doesn’t have to involve anything more than rethinking how legacy workloads are used and accessed. At the same time, this strategy allows a rethinking of new workload deployments, and new ways of working.

DevOps

A DevOps approach allows for a continuous, rapid, iterative application development cycle, while ensure equally continuous testing of new applications and code and while automating code deployment. IBM’s Urban Code Deploy is an important part of a Dev Ops strategy for customers with extensive legacy workloads and compliance concerns.
Today’s developers want to work in a more rapid and nimble way. ‘Failing fast’ is the new mantra, and maps well to line of business (LOB) owners pushing for quicker time to market for their applications. Historically, this way of working wouldn’t play well with legacy shops. Yet with the introduction of a Hybrid Cloud approach, companies can rethink new workloads and new application requests, including non-production environments, to leverage DevOps. Furthermore, companies can begin to look at Platform as a Service (PaaS) options allowing for more rapid environment spin ups, and more stable and rapid application testing.
Also, this Hybrid Cloud approach allows for the rapid integration of cloud based solutions like Workday, Salesforce, Netsuite, and other web based technologies companies continue to adopt.
TxMQ helps companies evaluate their legacy infrastructure to identify quick wins leadership can use to begin a roadmapping and ‘future planning’ strategy. Get in touch today to learn how we can help you create a future that leverages next generation options for aging infrastructure and applications.
Next time, we’ll discuss the next step on this journey…converged or hyper converged infrastructure.
 
 

6 Questions You Should Ask Before Hiring a Database Administration Vendor

Technical managers need access to highly available, extremely skilled technical talent to manage the ‘lights on’ of systems and subsystems. Key among these is database administration. If you are reading this, you likely have already chosen to outsource (either fully, or you’ve chosen a hybrid model) and now you’re shopping for a reputable vendor for your database administration… the fun part. So where to begin?
As you’re interviewing potential database administration vendors, keep these 6 questions in the rotation. If your prospects don’t have strong answers, you’ll know it’s time to check them off the list.

How large is your database administration team and how experienced are they?

Don’t be fooled by tiny shops that don’t have the manpower to support you in the way you need them to. That said, if you’re a tiny shop, you might be okay with a tiny vendor. In any case, be sure you know the capacity of your vendor’s team and know that they’ll be able to cater to your needs.
Beyond just that, you’ll want confirmation that your DBA vendor will assign dedicated resources to “man” your account. So, ask about their industry tenure. Consider questioning them about how many years of experience each DBA has and you might as well ask for a list of their specific certifications.

What is your incident management system?

Even if you’re convinced you won’t have any critical ‘fires’ that need tending, make sure the infrastructure is in place in the event that you do ever need to call up your “highly available” DBA vendor. You’re spending the money, so make sure your dollars are put to good use.
Your DBA vendor should have an extremely well built and reputable incident management tool put in place for you to submit tickets, track progress, and spin up dashboard reports to be sure you’re getting your money’s worth. For instance, you might want to justify your monthly expenditures with your DBA vendor, and therefore run a report like “average ticket length from open to close”. If your DBA vendor is dragging their sorry feet through the mud closing out your tickets, it might be time to take your business elsewhere and find a DBA vendor that’ll actually respond at the speed you want them to. If their incident management system doesn’t have this basic functionality, they might not be your best fit.

Do you offer flexible SLAs, Extended Support, and After Hours Emergency Support?

If you’re working with a reputable database administration vendor, all of these points should be fairly well outlined in the proposal or contract. The vendor should have a variety of template SLAs and packages for you to choose from. And, if one of those templates doesn’t work for you, they should be willing to meet your needs by customizing a solution that’ll service your company best.
Typically, DBA vendors will have out of the box, managed service like offerings for you to shop through.   They should include, at a minimum, the following:

  • Standard template Service Levels (SLAs)
  • Tiered customer service levels (usually something like silver, gold, platinum, or basic, premium, VIP)
  • After hours protocol (for after hours, weekends, and holidays) and corresponding SLAs
  • Thorough escalation protocol

If your prospective DBA vendor gives you a blank stare or you hear nothing from them on the other end of the phone as you ask about these topics, you know it’s time to move on to the next prospect.

What is your experience level with my technologies?

There is no substitute for technology experience. Really, there isn’t. If you’re looking into a remote database administration vendor, be sure to check that they actually have the necessary know-how to support your environments. The talent pool within the vendor’s organization should be the best asset they bring to the table and they should have tenure in your technology stack. If they don’t, why not scout out your own sub-par talent rather than paying high-ticket prices for theirs?
Keep this in mind: in many cases, you may opt to add less seasoned talent to your roster to save money in the long run. So long as your junior support staff has the necessary support managing them, it’s okay to have a junior level resource, with only a few years of experience working with your technology stack, assigned to your account

How many resources are available in my technology stack.

A tricky question. You see you might be assigned a very credible group of folks ready to give you the attention you need, but believe it or not, those team members might not all be the best qualified to support your databases. Think it’s a joke? Think again.
If your prospective DBA vendor is offering you a team of 5 resources and only 2 are qualified to take on your specific database administration, that calls for some red flags.

What is your staff turnover?

You might not think to ask this question, but you should. And your DBA vendor should be prepared (and willing) to answer. The last thing you need is to find yourself stuck between a rock and a hard place working with a vendor that can’t support you because their staff keeps turning over. The right vendor will support their staff and keep them engaged enough to minimize the pain that turnover can be. Remember, one of the main reasons companies choose to outsource their database administration is because they don’t want to deal with the hassle of hiring and training, and the like. So choose a vendor that will keep the turnover to a minimum and will offer you the highest chance that your support team will be highly available and consistent.
If you have suggestions on any additional questions to ask before putting ink to paper with a DBA vendor, let us know in the comments section!
Looking for more? Read about TxMQ’s expertise in Remote Database Administration services.  Or, read the blog.
 

The Legacy of Legacy Applications and Cloud Enablement

The Legacy of Legacy Applications

When the tombstone is written one day on legacy applications (metaphorically mind you, this logically will never happen), it may read something like: “We knew ye well, yet hardly knew ye!”

There is a ton of noise in the marketplace lately about legacy applications, especially as relates to moving to the cloud. Rebuilding them, replatforming them, cloud enabling them, outsourcing their management, you name it, it’s being blogged about, discussed at conferences, and white papered to death. To be sure, you are reading such a document right now aren’t you?

I have only a few things to add to the discourse so I’ll approach this piece as a bit of an aggregation of my readings, mixed in with some musings gleaned over my 30 years in the field from some of my direct experiences.

The industry seems to have silently adopted the term ‘Legacy applications” to reference all the old, messy stuff companies run. It includes old ERP systems, mainframe applications, old websites, or ecommerce applications, point solutions, third party systems, and even home grown systems written by long retired developers, many times with little documentation.

These systems keep working (in most cases), may have indeterminate application (and/or end point) interdependencies, and in general, the thought of unplugging them scares the daylights out of most IT managers. Simply put, in many cases, they don’t know exactly what many of these applications do. Thus the fear of turning off even an apparently isolated, rarely run and little understood application, might have a disastrous cascading impact on other systems.

The fact is much of what we lump into the Legacy Software bucket is software that keeps the lights on for companies.   These are core systems that drive significant revenue, and often have high availability requirements that make a cloud discussion, and the latency inherent in such a conversation problematic.

Among many challenges of this software is the time and resource commitment companies make to manage it.   When too much energy is devoted to legacy applications, too little remains to focus on growth, strategic initiatives, and of course, evaluating alternate ways of deploying new workloads.

So what to do, and where to start?

An important initial step to take in evaluating cloud options (by cloud, let us presume we are entertaining public, private and hybrid as options for now), is portfolio (application) management.

This means being aware of all the software you own (or run, in the case of some mainframe subsystem software like DB2, CICS, where ownership remains with IBM, while customers pay a monthly license charge). This is often a harder mountain to climb than most companies want to admit. Thus this is often when companies engage with providers like TxMQ to begin an assessment, sometimes yes, including building a complete catalog of applications in their portfolio. From here, a discussion ensues around the business value of the applications. This step is critical, as it is imperative we match resources to applications based on their business criticality. We often see situations where companies devote as much time and energy, and thus precious dollars, to non critical but poorly performing applications, as to mission critical revenue generating software.

Once a complete view exists of software (and of course hardware) assets, the conversation can move to assigning priority to these assets. Prioritization includes looking at the lifecycle of applications, as well as the infrastructure required to support them. Knowing an application’s payback (or ROI), as well as it’s life expectancy is nearly as important as knowing it’s function.

Problems often arise during staff turnover, where critical legacy application knowledge departs as employees come and go.   This can often (and should) lead to an important asset management conversation as well.

Once we have a handle on the relative priority of applications, we can start the conversation around where and how to run them. The end goal being cost control. By properly matching resources to needs, we will be able to free up resources (people and dollars) to once again, focus on innovating, something IT has been hard-pressed to do when focused on legacy application maintenance and firefighting.

The goal, remember, is to be able to continuously deploy software, rapidly and of high quality. IT can, and should be a part of the strategy conversation, not viewed as a necessary evil to keep the corporate lights on.

In truth, most companies get caught in this “I don’t have time to innovate, we are to busy putting out fires” mentality. This is a never-ending cycle, which has permeated IT for years. This portfolio realignment as a path to cloud enablement can help end this fatal loop.

There are several established methods TxMQ (and others) use to help customers evaluate and prioritize their legacy applications. The goal, in the end, is to identify areas for quick wins. It is inevitable that some legacy applications are simply monsters, and will require massive rework, or rethinking, and companies have a tendency to get lost in this sauce. Let’s not open that can of worms first.

Lets learn to start with the easy wins. Many java and .net legacy applications are excellent early candidates for cloud enablement with little code tweaking required.

It is important too, that any corporate sacred cows be identified early on for ‘special handling’. Many an IT project, and more than a few IT leaders have seen their early demise by carelessly poking around in the data center. Political minefields exist in all companies and should be delicately identified and avoided. Sometimes, its not a good idea to ‘whale hunt’, and better progress can be made with smaller wins to gain traction, demonstrate successes to leadership, and ultimately gain buy-in to later tackle the major legacy application monsters.

Once completed, or at least well underway, most projects show a common split of applications by category. We usually see a significant amount of large legacy applications, up to 85% in some cases. Next we see 10 % or more applications that appear to be cloud ready with some retrofitting. Lastly we see the remaining being in flight, or to be developed applications that can be stood up as cloud ready from the start.

Perhaps not surprisingly, much of the heavy lifting required to become a ‘cloud ready’ organization involves organizational mindset. Cloud based applications ideally, are developed very differently than legacy applications. Thus IT groups need to rethink application development.

Legacy application development involved (or involves as much continues today) moving development through gates, and often times, a change review board. Some of this process may be required for regulatory reasons.   Some may just be in place ‘because that’s how we have always done things’.

We must tackle the process just as we tackle the applications themselves. If we don’t adopt a new mentality, a new paradigm, nothing will change. Yet change is painful, and time consuming. By showing quick early wins in both moving applications to the cloud, as well as rapidly iterating new applications, organizations will realize the burden of old onerous processes, and the advantages of rapid application development.   Change review boards can and do learn.   If they can be shown that development by making rapid, small, incremental change to code can actually reduce risk and exposure while increasing code quality, they will adopt the new paradigm. This can also lead to a fruitful recognition of the value in automating the build process, which will reap further rewards.

My goal here was to start the conversation around cloud, and replatforming in particular, while remaining platform and technology, and vendor agnostic. All major vendors have valid cloud options, some well-tailored to specific needs, and many are viable options regardless of the legacy application language. Stating a desire to become cloud-ready, is the beginning of a journey of discovery. It will lead (in time) to IT once again being invited to the table for broad strategy discussions, as they will have proven their worth by navigating this industry inflection point. We encourage you to begin this journey with your eyes and mind open.

Read the original article published on LinkedIn here.

Why IT Managed Services offers a Solution for Tech Struggles

Why IT Managed Services offers a great solution for businesses.

Technology is everywhere (and growing) with no end to the constant stream of data and code. Data runs the world. So what does a business do when they cannot keep up with their technology needs, whether financially or talent-wise, on their own? Why is IT managed services a great solution for many Buffalo businesses?

High-demand skills and availability

Oftentimes, businesses have needs in very specific, high-demand, skill categories. High-level database administrators, Integration experts, IBM Middleware specialists, Cloud Consultants and Salesforce admins/developers can be difficult to find and retain. Talent retention issues are often exacerbated in the IT market. There is a growing need for “follow the sun coverage” with 24/7 availability across countries and time zones. This can be very taxing for small IT departments.

A growing expense

Your business might not need a full-time, highly skilled employee to manage your technology needs. It takes a huge amount of time and financial investment to find talent. The “fully loaded” cost of an employee, given the overhead components and cost of attracting the talent, do not end up costing any less than an IT managed services contract. An IT Managed service model offers structure, stability and excellent consultant skills, and they can be lightweight and scaled to suit individual business needs.
A managed services provider (MSP) can act as a safety net by providing several consultants with broader and deeper skills. These consultants can be called upon when needed, especially when there is a concern for overlap with a small IT team. Your MSP can also provide great skills around a very specific technology. If you are in the process of migrating, or not sure if you are going to keep a new application, managed services provides support for the short-term. There is no reason to invest in an expensive or highly skilled employee, when you are realistically only going to be utilizing a specific technology for 6 months to a year. IT Managed Services plans can be built to aid in the transition to a new platform and phase out over time.
From a technology perspective – IT managed services just makes sense. It reduces the burden on IT Managers, and allows the C-suite to focus on what you do best – running your business.

TxMQ’s Managed Services Solution

TxMQ offers IT managed services to suit most customers’ needs. Whether you have a recent investment in new technology – and need some support ramping-up, or you’re migrating your legacy apps to the cloud – or simply need some additional coverage during internal employee vacation periods and time out of the office, TxMQ has plans to fit your budget. Programs can be as short as 6 months and can be customized to gradually reduce the commitment you need from our team. We understand that sometimes you need our full support, while other times, basic over-run support will suffice until you can fly on your own. For more information, contact info@txmq.com or visit our website www.txmq.com/managed-services.

Gone in 60 Seconds or 1:00? Plan for Project Management

The Difference 60 Seconds or 1 Minute Can Make in Your Project Management

You walk up to the microwave to heat up your lunch. You know it takes 1 minute, but do you hit 0:60 or 1:00? Does it really matter how you punch in the numbers? The outcome is ultimately the same. Project management and proper planning – the “in-between” aspects of making your lunch – are what determine the end result.
In this situation, it doesn’t matter how you get there. You can heat up your food by putting in either number (since they ultimately are equal to the same amount of time). However, if you look at this scenario in terms of a project, the small differences in how you get to your intended outcome can result in failure. Planning and execution can ultimately make or break your project.
Most projects have a set of requirements and an identified outcome that needs to be achieved. We take the time to define what is needed to achieve said outcome and take several steps to prepare and plan our projects. This may require defining stakeholders, solidifying the project management team, creating the budget, allocating time and estimating risk. If you simply plan your project around a desired outcome and don’t care about the steps needed to get there, your project is sure to fail.
As an example, there are many different development standards in the marketplace today (agile, waterfall, v-model, etc.). Organizations are only focused on the outcome of a project and not the specific path required to get there. It is up to the project manager and project management team to help an organization understand that, although 60 seconds is the same as 1 minute, you still need 0 through 59 to get there.
It is not always easy to get your stakeholders and senior management on board with budget and time for a project. Some projects may not even get off the ground due to these constraints. Do not let this deter you from properly planning your next IT project. It is better to have a project rejected than to have an approved project fail for lack of planning.
For assistance with your next project, whether it be through staffing a project management team, or seeking IT consulting on your company’s next big move, TxMQ can help!

You Are The Network

First there was the Stone Age. Then we learned how to manipulate and smelt metals, develop tools for hunting and farming implements, which led to an Agrarian age. From there, machines helped bring about the Industrial age, then the Space Age. So where are we now?
Shall we call it the Network Age?
Robert Metcalf co-invented Ethernet, the idea of a packet based, distributed network, and formulated Metcalf’s law, which states (paraphrased): “the value of a network, is proportional to the square of the number of connected users.” Or stated more simply, the utility of a connected ‘thing’ increases as more and more ‘things’ are connected. The telephone acts as an easy example. One phone by itself is a paperweight, but one million connected to the same network is immeasurably powerful.
We live in a day of increasing connectivity, and increasing expectations we have as a result. Think back to just a few years before the ubiquitousness of the internet. How did we look up information? A phone book for a phone number? An encyclopedia for random information? How did we we find more targeted information? How well did a movie perform on its opening weekend? Who won the academy award for best actress in 1980? What was the high temperature in Nagasaki yesterday? These questions required real research. Today, they require only a smart phone, tablet or any web connected device. Even a smart watch will provide you with answers in milliseconds. We expect this, therefore we ARE changed by this new reality.
In short, the very nature of a thing changes with connectivity. This applies to us as well. As people, we are changed as a result of our ready access to a near limitless supply of information, facts, anecdotes and even dumb cat memes on social media. It’s not just the availability of this information, it’s how we live our lives knowing we have this access.
I remember years ago, likely in the late 80’s, working with a customer and arguing for the utility of networking their office PCs. At the time, each person had their own printer and files were moved from desk to desk via floppy. I failed in making my case and, I’ll note, they were out of business a few short years later. I am not implying causality, but a company today that doesn’t see the change in the world around them will likely see a similar fate in their future.
No one of us can pretend to live, work, or play in isolation any longer. Whether we are a fisherman in southern China or an executive on wall street, we are connected to each other by virtue of our connections to technology.
By extension, the isolationist aims of some politicians simply fail to recognize our world today. Some foreign governments have tried to shut down some internet sites or censor access entirely. Some succeed, while many fail, while still others have been overthrown. Remember the Arab Spring? No, the Egyptian situation wasn’t the fault of internet censorship, but the power of a network community of people gave voice to a populace in a way not previously seen. In addition, this connectivity has brought about a profound change in many third world countries. To stop jobs from moving overseas one would have to shut down the Internet to prevent companies from using overseas labor.
As a result of this increased connection, this ease by which we can communicate across vast distances instantaneously, we have seen a gradual leveling of the playing field. In many of these lands, education levels are improving, as are employment opportunities, even while standards of living improve. With a good network connection, one can live anywhere, and work for anyone that doesn’t require onsite employees. This connectivity has fundamentally shifted the balance of power in the world, by increasing opportunities for everyone.
We can no more become isolationist than we can revert to a stone age society. Not one of us would stand for it. Life and history only move in one direction.
Speed
To fully grasp our connectivity, we must look at the speed of life today. How long did it take someone to research an article, paper, or book 50 years ago? How long did it take to travel to Europe 100 years ago and at what cost? How much did a long distance call cost only a generation ago? Today, anyone can make a video call with someone anywhere on the globe instantly, and at an effective cost of zero. How has this changed us?
Speed has a profound effect on our lives. From expectations of traffic when traveling or commuting, to responsiveness of websites when shopping, to knowing our bank balance in real time, at any time of day. Speed is an extension of convenience. Would you rather go to a mall to purchase a book today, or order one online from Amazon? Better yet, log on with your kindle and have it instantly. Retail bookstores, and ultimately retailers in general, began to close their doors with a few years of each expansion of Amazon’s offerings.
Similarly, in years past, we chose to live based on schools for our children and where we worked. Today, a growing number of people work remotely, while still more take advantage of online schooling. Speed, and our expectations of it, has changed everything.
At the same time, we always demand more speed. We are hardwired to be more efficient, even to be lazy. To do more, in less time, with less effort. Build a bigger, wider, highway and more traffic will find it. Increase the speed of a network, more people will use it. Unsure about this? Try driving through traffic in LA or Toronto.
Power
These changes have negative consequences as well as positive ones. Napoleon realized the value of the third dimension when mounting his armies. He recognized that air superiority could win the day, and so he introduced artillery and other air-born weapons not yet seen by his rivals. Similarly, the United States leveraged the air to save the day in World War I. In the 20th century, nations battled nations, and the winner, while both carrying superior resources, numbers and power, was ultimately the victor by recognizing a strategic advantage before their enemies.
Today, the nature of power has shifted, and world leaders face an ugly future if they fail to see it. So too must business leaders recognize this paradigm shift in the world and, by extension, in their customers, partners, and even employees. Amazon killed far larger retailers with their business model. Apple’s iTunes fundamentally changed the music industry, while Netflix forced the shuttering of Blockbuster stores. The common theme is seeing a different future brought about by connection. A world simply not possible prior to a widespread, universally accessed network. The power is in the network, and those who understand and leverage this, will rule the future.
Sadly, the ugly side of this is that many terrorist networks have figured out how to leverage networks and connectivity before our traditional world leaders. Just as military strength ruled the day in the previous century, network power and understanding it, will rule tomorrow’s world.
Value
At the same time, we must also recognize we are the sum of our connections. As the network grows, so grows our value. The tide is rising and so to are all the ships. Each additional point or connection to us, no matter how remote or small, increases the overall value of us and our collective networks.
Conclusion
As we look to the future, we must understand this is more than another ‘paradigm shift’ in our society. This amounts to a redistribution of power in ways heretofore unknown in human experience.
In days gone by, power was concentrated among the few. Military leaders, the clergy, and wealthy merchants controlled most of the worlds power up until the 17th century. The industrial age saw power slowly redistributing as capitalism took hold, and led to the rise of the middle class.
Today however, networks both concentrate power among those who control networks, while also distributing it to users. More power has been placed in the hands of ‘everyman’ than ever before.
Networks are also made up of many complicated pieces. Routers, servers and switches make up the technical backbone. These are complicated items, but predictable and understandable. Together, they make up a complex system. Complex things are randomized, and unpredictable. A car is complicated, but predictable (at least to some extent). Traffic is complex. Both have complicated pieces, but complex things are more unpredictable. Like the weather, ocean currents, or storms.
In addition, complex systems lead to the creation of things previously unfathomable. Think about LinkedIn, Facebook or Snapchat as contemporary examples. Without their network of users, they are single web pages. They are nothing. Similarly, Uber, Airbnb, and other examples have led to the creation of new systems previously unimaginable. These businesses have also arisen with remarkable speed, and created immense riches for their founders.
Sadly, terrorist groups have also formed upon these network backbones. Isis emerged from this complexity. This process of creation of the unimaginable, is only just accelerating.
Networks contain enormous power at their core. To control such a system is arguably to control anyone connected to it, or at least to dramatically influence those users or connections. When we do a Google search, do we trust the results implicitly or second guess them?
Today’s networks are increasingly led by a young, technically savvy group of Technorati with limited experience with our world history, its politics or philosophy. Yet our world is led by a group of leaders with no experience with these new networks. We cannot go back, we can only look forward.
To quote Joshua Cooper Ramo, author of ‘The Seventh Sense’, who does a wonderful job of summarizing this new world order, “One thing is clear. If we are going to play a role in shaping our world. We don’t have much time.”
And remember, you are the network.

Emergency Changes… Are you Prepared?

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Emergency change: when something on a system, application, or physical device is changed immediately in order to prevent an incident. It can be the result of an incident or of failed change.
Take my word for it; I’ve seen it first hand. Emergency changes are risky.
They are quick, “on the fly” production changes that usually don’t contain back out plans. For this reason, and for many more I won’t dive into just now, it’s critical to have outlined processes for emergency changes.
Risky or not, many organizations often don’t take pen to paper to write out these necessary processes to approve emergency changes. In such instances, I’ve found that people push through emergency changes as new code and skip the approval process all together. Why? Because the approval process by which to submit and review those emergency changes virtually does not exist.
No red tape and no CAB review bureaucracy… sounds like CAB-utopia, right? Wrong. The consequences are far reaching, and they might just catch up to you.
So what’s the bottom line?
Use your CAB to review each and every emergency change that occurs using an after change review. The CAB should assess whether or not it can work to prevent similar emergency changes in the future. It should strive to discover the root cause through deep analysis and should likewise explore ways to eliminate those moving forward.
And, if a large number of emergency changes occur each week, raise those red flags and dig a little deeper.
Maybe you have no clear policy for Emergency Change.
Perhaps you have not identified the true root cause of an incident.
Or maybe you have yourself a trending Emergency Change that needs addressing.
Whatever the case, whatever the cause, emergency changes come up quite a bit in Change Advisory Board (CAB) meetings. Don’t let them slide by.  Are you prepared?
Let’s start a conversation.
 
(Original image by Perspecsys Photos.)
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