Azure: A blessing of the bright blue in colour like a cloudless sky

Share the useful things

Just a short note to acknowledge even the small blessings. Last night I happened upon some course material that had been lingering in the background. Microsoft offered a free hour’s webinar that I attended after work two days ago and in that hour, I learnt some things I never knew were possible quite surprisingly.

The technological landscape is changing, just as the workplace is. We are in the constant self-improvement quest to remain relevant and retain prominence. Everything is moving to the cloud. I had the course on playback on my television this morning and it just occurred to me to share it with some friends and on Twitter and Facebook.

See the unlikely rewards

I was gratified to know some of my friends were already exploring the option, others found it could be useful, but most notably, a friend with whom I have had a working relationship as far back as 2004, who had given me some insight in career development many times before, contacted me to offer some additional material and tips from his study programme, very helpful stuff.

Besides finding that it helped link me up with other friends. I liked the feeling that a simply act of dissemination in the hope that someone might gain some benefit has redounded more than could be expected.

I am even more thankful because illustrates the point I am swift to make; an open hand is that is ready to receive. That is how the blessing gets around.

The stuff to play with

If you are interested in gaining a cloud technologies certification in Microsoft Azure, you can start with Exam AZ-900: Microsoft Azure Fundamentals, follow the 3:10 hours YouTube course Microsoft Azure Fundamentals Certification Course (AZ-900) below (There are quite a few training outfits offering the course and some bundle it with a free exam voucher.) then extend your knowledge of Azure with the free Learn Azure in a Month of Lunches book that you can read as a webpage and download as a PDF.

If you do find any of this useful and go on to do the exam, please return to leave a note of your experience. Thank you.

[]

Incredible India: Happier with things at Koenig

Concentrating on the detail

The days at training seem to have settled into some sort of routine now though I am yet to kick into serious study mode.

Yesterday started well, I arrived early enough to at least socialise before my class started and soon we got into a topic I am not only keen of covering or learning, I was determined to understand the full detail of the subject.

This was quite pertinent because it was one in which I could find direct application and realise I had not been opportuned to use – my trainer took his time too to ensure I that I got the best grasp of the subject, it ended up being my longest day at the training centre.

Feedback on feeding back

Besides, early in the morning, as I logged into the “Center Automation System” that allows for a whole range of interactive activity with the organisation, I was presented with an “Interim Feedback” survey covering all aspects of my experience in India.

My trainer in my honest opinion obtained full marks other matters bordered from average to good but I did have a good few opinions about things that needed to be improved upon and felt it was best to reference my earlier 3 blogs on my experiences than itemise each issue again.

In terms of the survey, I felt the user experience was poor for the following reasons; it was not intuitive, the design was perfunctory and each of the rating elements lacked imagination in presentation, we were to offer most of our subjective opinions in terms of numbers from 0 to 10 and that was just not how to set up such surveys.

Words convey thoughts better

The redesign, if they so attempt to be so inspired and responsive is to change the answering model to modal words that in some cases will be one or a combination of the following sets of responses, {true, false}, {very satisfactory, satisfactory, unsatisfactory}, {good, neutral, bad}, {strongly agree, agree, disagree, strongly disagree} or {happy, unhappy}.

They could stretch these out to match a range of 10 radio buttons whilst the backend of the survey invisible to us might still use the numerate weighting if they so wish. The simple fact is words and phrases convey thought a lot better than numbers.

I also observed that for a training organisation they did not seem to be eating any of their own dog-food, for instance, if they offered CRM training they should be able to create useful surveys; as one that offered networking training, Internet access downtimes of almost 24 hours were just beyond the pale and most importantly, the labs which could be labour intensive and eat into essential class time to be remotely accessible to students to review and work on after-hours.

One would think that would help the reinforcement process considering most of the training manuals had content of up to 40% labs.

No sleepwalking into food bugs again

After the rite of passage in terms of my Delhi belly, I decided to be less adventurous with regards to food, I will stick to hot rice meals and make curd with honey part of my daily diet.

For my Tuesday class, I struggled to keep awake; the night before for restless and sleepless than I resorted to alarm-patting putting my wake calls into snooze mode every 10 minutes until I had to crawl out of bed and make for the training centre.

My trainer has not mastered the art of teaching into the dreams of nodding students, a skill I think he will do well to acquire.

The virtual prison of Internet down

Meanwhile, Internet access was down for a few hours but the centre proactively had someone bring round a notice to inform us of the problem and why. The road in front of the centre is being repaired and it appears the constructors had dug up the cables – the service was restored just around lunch but informing us ensured we did not end up being frustrated by the inability to access the Internet.

I was able to borrow a mobile dongle for about 15 minutes to check my email and other social networking sites and for short breaks I just go up to the terrace at the top of the building to take in some polluted air and smog, but then, that is New Delhi for you.

All over the world

I am meeting people from many places, as Angola, Tanzania, Cameroon, Eritrea, England, Germany, Iraq, Papua New Guinea, Australia, Nigeria evidently and so on. There is no doubt that the training is excellent; even those who came here with very little Information Technology knowledge, training or career backgrounds are passing their tests at first sitting – it is commendable.

What is also interesting is the number of people who have come here who do not live in their countries of origin, people like me who are in some ways world citizens and those with US military backgrounds; listening to some of the conversations, that setup appears to be an inscrutable bureaucracy rivalling the License Raj in the demotivation of personnel and absurd politics but awash in tax payers’ money expended on atrocious projects – enough said.

Some praise is due

After classes I was on a white-knuckle auto-rickshaw ride to the tailors to consider bespoke suit shopping, you had to be determined, not to be persuaded to buy what you do not want for needs that do not exist.

Dinner is now served as a buffet, the chefs constantly improving the menus and the setup now makes for less waste; that again was a suggestion that was heeded to. It would appear more people are moving from the apartments to our inn; word must have gotten out that things are at a standard that can be appreciated.

Well done to the staff at Koenig Inn and also to the Koenig Solutions team in New Delhi.

Other related blogs

Incredible India: Incredible Dissatisfaction

Incredible India: Honest to Koenig Solutions

Incredible India: We lost power to internet (sic)

Incredible India: The rime, the downtime and what not

Incredible India: Koenig Solutions being responsive

Need to finish this Masters course

The course itself

Having completed the core part of my academic studies for a Master of Science in Information Technology, I have found that I have somewhat ground to a halt in terms of commencing and completing my thesis.

So far, the coursework covered Computer Structures, Project Management for IT, E-Commerce, Security Engineering, Computer Communications, Advanced Topics in IT (Human Interfaces, Distance Learning, Agents & Wireless Computing), Computer Forensics and Object Oriented Java Programming.

Privacy, Security and Trust

Throughout the course, I have been quite sensitive to the issues of security and privacy, one area I felt I could work in was an aspect of developing algorithms for creating and determining levels of trust beyond just challenge/response authentication.

For instance, we know the standard answers to questions like address, date of birth or mother's maiden name. All this kind of information can easily be taken from your rubbish bins especially if you do not shred all traceable material that you throw away.

Shred it all

I always shred every addressed paper before recycling, windowed envelopes in the Netherlands have postcode franking pertaining to a particular address, our entrance bells would usually have our names then link that to the fact that it is business envelope a particular company.

You can begin to build a profile, or at least, you have given the miscreant a head start of sorts.

However, if the questions change to knowledge-based information like what buses go past your house? If you have lived somewhere for 5 years, you can hardly be oblivious of that. Probably, your age you next 2 birthdays or colour of your front door - use the responses, response times and correctness to establish a threshold of acceptable trustworthiness proving you are communicating with the said person.

What to do?

All sorts of ideas running around in my head but I have hit the proverbial writer's block, I do not think I would be able to develop enough material in this area for an M.Sc., it appears the ideas and material are more suited for an M.A. or M.Phil - this because I need to develop test scenarios for the theories I propound.

Being a freelance consultant, it I difficult to latch onto some project where I work and adapt it for the purposes of a Masters programme, in fact, since there is no sponsorship the free agency can have you a bit listless.

I suppose another concern is simply that my coursework puts me in line for a distinction; I must get an A in the thesis to confirm that - the times that drive us at time can be so silly.

Like some friends would say, get on with it, I suppose it is now time to finish this thing and move on to the next project.

A short misery of projects

Preamble

Having just concluded a module on my MSc course pertaining to Project Management, I was given the opportunity to discuss one project that suffered seriously from the interference of politics.

I rose to the occasion with this tome.

The Facts

My ex-boss - Arthus Gratedane - pseudonym - was a rabid political dog, the day was not made if someone somewhere in the organisation had not received the political equivalent of a body slam.

Anyway, in this case we had at the head-quarters of a mainly European company constituted the Infrastructure Programme Management team at just one level below the CIO office and we had opportunities for innovation and improvement of services in the organisation.

We had only recently notched up a success with the implementation of a secure remote access solution which allowed users access to their data and standard applications from any internet connection if they had their secure token.

This created a launch pad to take on many more daring projects.

Then we started with Strauss which was a new desktop environment based on Windows XP, a new domain structure based on Windows 2000 Active Directory Services and Microsoft Exchange 2000 for email.

One particular trait Mr Gratedane had was a complete unwillingness for different teams to interact, especially if they were not teams he himself built. This for us was a kind of advantage, but in general made our work ever more difficult.

This meant our well-intentioned plans met with resistance with the local support teams around the Netherlands. Mr Gratedane solved that problem by advocating the centralisation of administrative services, thus making the core expertise of the regional teams redundant and retaining only box shifters.

We were to conduct an aggressive take-over of all that disparate infrastructure then recruit new staff and handover that infrastructure to the new staff within three weeks; which we did.

Then that gave us the opportunity to railroad the Strauss solution throughout the Netherlands without subjecting the solution to a decent pilot.

What should have been a resounding success was panned and criticised not because of the quality but because of how it was implemented through management aggression and the lack of consideration.

Managers in other departments just resisted anything that was in the interest of the company that came from any team managed by Mr Gratedane, but he had the ear of the executives in everything he did so people left rather than engage him.

When it came to rolling out Strauss to other European countries with Austria being the first, we encountered the fact that we could not sell Strauss to Austria, so the project was changed to the Hydra PC project.

The people in Austria were primed to act, any minor issue was a complete showstopper, it was so frustrating and nerve-racking.

Austria already had an advanced implementation that pre-existed Strauss by at least 6 months and the company could have used that solution quite easily all around Europe, but not on Mr Gratedane's watch.

We ended up implementing a parallel system in Austria with people logging into two environments for services and data, sometimes on two PCs.

Our implementation was a very poor alternative and received even less accolades, however, we, the team had to find ways of interacting with other teams without the knowledge of the boss to help facilitate issues and make things work.

The unfortunate political atmosphere in the company, which thrived on empire building, finger-pointing and atrocious escalations lead to unnecessary waste of resources, ideas, goodwill and productivity.

As an observer it looked like company had more competition between the departments than with their competitors. If that energy had been directed to more positive things, it could have yielded probably 10% to 20% company growth year on year.

The Figures

One must say that Mr Gratedane always got sponsorship for all his projects and all were fully implemented with varying degrees of success.

We probably had more project managers than project executors at one time.

The document churn rivalled that of a newspaper house with presentations about every little detail. [1]

The Failings

What created failing projects even though they were delivered as described and intended were the following

• The stakeholder, sponsor and senior project manager were the same person
• Project Managers were pen-pushing administrators [2] who were not allowed to model or method processes despite the fact that they were PRINCE 2 educated or at times certified – things were done on the whim of the sponsor – Mr Gratedane
• Responsibility and opportunity was taken for everything that went right, no matter how trivial but blame was quickly averted for problems - A typical, its my baby isn't it beautiful? Its our baby smiling, but its your baby crying - syndrome.
• The perception of risk was minimal except for where there were competing interests within the company, then the quest to excel and deliver at breakneck speed was tempered with a bit of reasoning
• The executors were hardly part of the assessment, decision or specification process, they were talked down to never communicated with
• The Human Resource element thrived on motivating staff by threatening their jobs and irrelevance, never by encouraging them to do their best
• Solutions were always delivered but the expense of goodwill and acceptance

More so, I really felt for the project managers caught in the middle of the megalomania and the chaos. Since I left in July, Mr Gratedane has become the ex-boss of 7 other senior infrastructure personnel.

This is the least palatable face of company politics and I have only reviewed on of the many.

References

Project Victim Support archives – mine.

[1] Alexis' PowerPoints were her shoulder pads...

http://akin.blog-city.com/read/389826.htm

[2] The Pen Pushers Posse Pogrom

http://akin.blog-city.com/read/436628.htm