Clossure

30 May - 03 June and beyond - As this is most likely the last post on this blog, I purposefully waited until we had settled back at home and work here in South Africa before I conclude. We have been back for about a month now. So, how was our last week in India and what has changed for us since?

Goodbye to 40 INR lunch meals

The first question - as I look at my notes today, I realise nothing much is recorded about our last few days in Pune. So, here's something my somewhat unreliable memory tells me. The last week was more about envisioning our trip back home than it was about work. The reason for this is that, we were quite satisfied with the deliverables we were to produce on our respective projects, it was a matter of wrapping up the loose ends. A good feeling indeed.

This picture serves no purpose whatsoever

Now to the excitement we felt about the prospects of spending our first weekend back home after being away for this long , it was all that we were talking about. We usually joked that nothing could dampen our spirits because we were soon off on our way home. Sure the last day of work arrived, eventually, and we said our goodbyes. It was travel time! Oh, did I mention something about a feedback chit-chats about...well, everything!

Back to the second question - I have a good memory of how uncrowded our streets seemed on the first day we arrived. In fact, it's been that way ever since. Sort of. It's interesting how we quickly adjusted to the India setting that it's kinda strange being back. At least at first.

The life in the street

Since we did not plan for any leave from work after our trip, Monday soon arrived and we were back at work - to the familiar stuff :). As expected, we were welcome with curious questions about our experience and it was great having to talk about life in another country (with 3 or 9 of my colleagues). Too bad most people had no idea we were even gone. Let alone to India.

The following days included de-briefing sessions and telephone feedback with Nihilent. Perhaps the most important outcome of this exercise is the actions we decided opon, which among other things, include few changes in the structure of the programme in order to address the criticisms we tabled regarding the alignment of organisational goals, individual expectations and the programme offering.

Wankhede Stadium is behind this building

This is one of the issues we highlighted on the meeting with BT management team as well. I must admit, the enthusiasm with which the training programme is regarded shows great commitment from the team and our recommendations taken seriously, one of which is to put in place a mechanism by which learnings from this programme (and similar training and development initiatives) can be absorbed by the organisation and put into action, such that, the outcome from these projects goes beyond the generation of ideas.   

My favourite bank...I think!

In closing, we are greatful for the opportunity to be part of this programme. Personally, I would not have spent these 8 weeks in any way different, with everything being everything. I don't expect for all that I came across during the programme to be useful right away. I do hope that some of it will make sense sometime in future. As Steve Jobs once said, it is easier to connect the dots when looking back (or something like that).

Remember when it rained?

The training - Week 6: Fast approaching the finish line

23-27 May - This was the last full week of work and as with the previous post, the first part of this post focuses on project updates. The coding phase of the Fantasy Teams projects is underway. Khathu had his hands full splitting his time between writing code for his use cases, attending project meetings as well as chatting to Nihilent associates as per the arrangement. The project team as a whole seemed to be doing ok regardless of slight hick-ups here and there. Team spirit and dedication was obviously high even from someone outside of the project.

Late nights at the office

Similarly, the Service Management assignment was also on full speed. As per the approach adopted, the work is iterative and constant improvements were being continuously made. This project relies heavily on constant feedback from the Nihilent associates concerned; something that needs to be improved upon, as the key man is sometimes unavailable; engaged in his own training sessions. The nice thing is that at least he nonetheless kept the communication lines open.

Working hard...

Arguably the most fascinating aspect of this week (for me anyway) was a meeting with Sundar, who introduced us to Software Reliability Modelling. A technique that, among other things, helps software development teams gain clarity on the quality of the software they produce, and being able to 'predict' the reliability of the individual product components (if it is so analysed). The demo also illustrated how this technique can be incorporated to the SDLC. Yey!

Why have you not learnt anything?

The deadline is looming, at the end of the week, there only is 3 day left. Generally, one would be under stress about this (given that there's still so much work to do), but somehow, we're simultaneously excited that time is moving so fast. Very soon, it's gonna be home time :)

The training - Week 5: Project implementation goes from 2nd to 4th gear, then 5th...

16-20 May 2011 - Project work is already underway, and is picking up speed each day with the deadline now only 8 days away. The Fantasy Teams project follows the traditional SDLC and this week the requirements analysis has ben completed and most (if not all) of the design (ERDs, Class diagrams, Sequence diagrams, etc.) is also done. Coding it is next week. This involved a significant number of meetings in an attempt to ensure that everyone was on the same page.

Working together...

On the other side, having agreed on deliverables for the Service Management assignment, the time to deliver had come. For this week, we held 3 review meetings with the associates experienced in the field and looked at the ITIL-inspired process regarding Incident and Problem Management. Incident management covers the process flow for Service Desk (Level 1), Application Support (Level 2) and Business Unit Support together with Business Technology Support (System Admin, Database Admin, etc.). Problem management is slightly different and the key focus is on providing a solution to the underlying problem rather than simply restoring the service so that business can continue. In addition to these processes, SLA development including identification of prioirty levels and creteria was also started.

 What are other ITIL processes?

Lastly, we also got the opportunity to meet fellow South Africans who are also here on training. They are based in Cape Town and work for a company called Fundamo (http://www.fundamo.com/). So it was quite nice to hang-out with them and sharing our experience of India and what they can look forward to in the next 5 weeks.

Flag it

So time really does fly when you're having fun. Still can't believe we are heading home at the end of next week. A very exciting prospect I must say. But for now, it's best we keep our heads down and complete our projects.

Weekends - We do have a life you know...sort of.

To pretend we are leading a balanced life here, there is no semi-tech talk on this post. Its all about what we get up to outside of work/training. Since India is much warmer than RSA  at this time of the year, getting out of the house to hunt for some fun is not extremely challenging. To my friends at home, watch your electricity usage, otherwise you'll soon find your bill starting to look like a phone number. Eishkom (and its tarrif increases) is not playing games.

M.G - Anywho, our recent adventure - Mahatma Ghandi Road (fondly referred to as M.G Road) at the Camp (remember, Pune is a military base) is where it at. This comes highly recommended by our colleagues this side as a great place to visit, hang-out and shop for a few items.

 Cruising at M.G Road, Pune

 Speaking of shopping, what runs parallel to (part of) M.G Road is Fashion Street. Don't be fooled, it's not really a street. In fact, it's a full blown market place. Very intimidating if you only shop at the Mandela Square and equally crème de la crème places in RSA. Not us though, we braved the chaos and came out with...mmmhh...almost nothing. It's the experience that counts ok. I must say, this is an awesome place to test your negotiation skills. Prices go from INR 350 to INR 130 if you really want what you want.  I wish salary negotiations went in the opposite direction.

 The top-end of Fashion Street, Pune

Easy as ABC - Now that we have memorised where we live, it's easy to explore place further away knowing we don't have to worry about how we're gonna get back (home?). Phew! What a relief. That's how we came about a place called ABC Farms in Koregoan Park; actually, it's more of a 'small holding' than a farm, let alone farms. Nonetheless, this place hosts a couple of restaurants that offer a slightly different experience to what we had, until then, come across.

Looking for a bargain

The places we tried are Curve and Shisha. Curve is our favourite by far (no, not for obvious reasons); the music (house/hip-hop mix and house-electro), the vibe, the chicken wings were enough to guarantee another visit. Oh! Did I mention that our fab spot is at the bar? We have good line of sight to the screen showing IPL games, and since this section is patio-like (and uncovered), we catch the always welcome fresh air.

Flaming Curve

Another recommendation was Shisha, which turned out to be a huge disappointment. Don't get me wrong. The setup is super interesting. It's actually a garden restaurant with the right furniture, night lighting and stuff, but the music they played (when we were there) was fast driving us wanna slit our wrists; our order got messed-up big time; and there was no sense of urgency in service customers. Maybe it just was not our day. But I sure won't be going back to verify that theory.

With everything being everything, the best part about ABC Farms is that all fun comes to a screeching halt at 23h00. The DJ doesn't even wait for the song to end. Who does that maar?

The training - Week 4: Everyone is happy!

09-13 May 2011 - The  week started off with a 3-day dissection of Spring, a light-weight framework for building enterprise applications that provides a relatively flexible platform for integrating with various technologies such as Hibernate, EJB (Enterprise Java Beans) and AOP (Aspect Oriented Programming). Sorry, no jargon busting techniques available. As with other technology sessions we attended, this too had a practical (writing code) aspect to demonstrate the various modules of the framework.

Spring framework

Now, with the preliminary discussions about the hands-on project having taken place last week, the focus was on evaluating how well this project meets individual and organisational needs (in RMB's case). The formalities (in terms of presenting a proposal and discussion thereof) took their cause and concluded with the initiation of a second project/assignment specifically for my needs, while Khathu continued to start work on the Fantasy Teams - Online Auction project. The project I proposed focuses on IT Service Management and the deliverable is a model that will be based on ITIL which should be comparable to what RMB has in place, but improved. Process hinders productivity when it contains activities that do not add value.

 Process components (http://tinyurl.com/5wl5je6)

The highlight of the week has to be the feedback telecon we had with our managers at RMB which had Nihilent representatives as well as RMB Learning and Development representatives. The core of the meeting was to provide feedback on the training thus far, which came at the most opportune time given that we were about to start to the project and had already completed 3 weeks of technology training. The main results were a confirmation of the hand-on projects as well as slight changes that were initially unplanned but had to be incorporated going forward. It is the first time RMB is doing this after all. Shweet!

Player. Sold

It was quite difficult to illustrate how the proposed project wouldn't cater for some of the core learning expectations I had off it. Eventually, we overcame that issue and everyone is getting what they what.

The potential challenge with my project is ensuring that I don't re-invent the wheel. My deliverable has to be something that will add value. Not a simple demonstration that I can develop a service management model. But ja, it should be fine. I have the right contacts around here and that sure will come-in handy in the process of reviewing my work.

The training - Looking back...

2-6 May 2011 and before - Every new adventure typically kicks off with lots of enthusiasm and excitedness. I mean excitement. Ours was no different. Now we look at the training and experiences so far.

The programme content  - In the pass 3 weeks we have been involved in intense classroom and (not so intense) practical training on different technologies, methodologies and project demos - mainly Java based. The quality of the material is exceptional. We have learnt a lot during this time. The technology sessions in week 3 were about EJB 3.0, Hibernate, Struts 2.0 and Ajax. These were very interactive and helped us understand the power of these technologies and where they can be used to deliver business value. The project demos were very effective because the demonstrators shared a lot of knowledge with us on the decisions taken on fulfilling both non functional and functional requirements for the project. Checkout one of these projects -http://www.tumbhi.com.

Random image

Teamwork - From the second week onwards, we managed to build a respectable network of contacts and continue to do so. Through interactions with both ‘classmates’ and the broader Nihilent team members who are not part of the programme, we were able to identify key individuals whose knowledge can be of great help to us as RMB. We’ve already started knowledge-sharing sessions pertinent to improving the way we apply technology as a business enabler.

Experiences - As previously mentioned in this blog, we do make time to explore our surroundings, and the Nihilent team has been helpful in involving and guiding us to more interesting places.

Reflections - The selection criterion partially based on (RMB) experience is excellent; it emerges when discussing programme-related issues. Effective collaboration between manager, candidate and Nihilent is essential. Organisational goals, individual aspirations and Nihilent offering must be aligned.

 

Another random image

Pilot Project Alignment - The business requirements for the pilot project have been presented to us. In the next 3 weeks we have to go trough requirements gathering, design, development and testing of this web-based solution. The pilot project for the next 3 weeks is a very good initiative but I think its going to keep us too preoccupied in such a way that we wont be able to do job shadowing and explore in different use cases/projects. The challenges we might face on the project is that the methodology, deliverables and technologies have been chosen so we wont have an opportunity to explore or use different approach or even compare different frameworks and how  they can be used. This might help achieve personal, business and training objectives.

Conclusion - The classroom technology trainings have widened my knowledge exceptionally and have met my technology learning objectives and expectations from the programme. The resources provided to us are efficient and making our learning experience easier.

The training - Week 2: Off the field learning

25-29 April 2011 - The week started with the ever so theoretical project management principles. I'm convinced, this is one topic that is really hard to present in an exciting manner. Needless to say, only if one is having such a presentation for the first time, there's nothing to write home about. Especially when the presenter is not engaging or facilitating discussions, simply reading slides :(

The famous Project Management concepts

Then came CMMI, a topic that I was really excited about, given I already knew a little bit on the subject. Well, I came out of the session with a few ideas on how we can institutionalise it in the RMB environment.

 The CMMI framework

Perhaps the second-most key learning of the week for me is ITIL, only to be beaten by a conversation I had with senior staff at Nihilent. More on that shortly. With the common expression of 'wanting to see IT adding value to business' often tossed around by IT leaders, this session introduced practical ways in which this can be achieved. Turning around negative perceptions about the role of IT in business is a challenging undertaking. Even so, it still intrigues me and I think it is possible. Many organisations have achieved it.

 ITIL

The highlight of my week has to be the two conversations I had with Nihilent veterants. Basically, they wanted to meet and greet us; just checking if we're settling-in well. What transpired is easily the most fascinating experience about their take towards work and life in general. At that age (I'm guessing mid-fifties), they've probably seen it all and nothing suprises them anymore. In short, they convinced me that the answers I'm looking for regarding some of the challenges we face at RMB can be overcome with ease - only if certain key things are done in a particular manner. These 'things' are what our follow-up chat is gonna be about.