Monthly Archives: April 2017

Why Would You Prefer to Work for Amazon (or Facebook) over Microsoft (or Salesforce)? [WIP]

COPYRIGHT © 2016-2017 by Michael Herman, Toronto, Canada. All rights reserved.

This article is a work-in-progress [WIP] placeholder.

Why would you prefer to work for Amazon (or Facebook) over Microsoft (or Salesforce)?

Scenario 1: These are organizations with an unrelenting, unbelievable, and successful focus on happy customers. …a true, genuine, deliberate focus on building and maintaining positive relationships with their customer and partners? Would you choose to work for a Scenario 1 organization? …maybe.

Scenario 2: These are the other companies that really need your help and are willing to hire you to help make the important changes necessary to develop the same sort of unrelenting focus on building and maintaining positive customer and partner relationships Would you choose to work for a Scenario 1 organization? …maybe.

I have the option (luxury) to consider all 4 types of opportunities and in each case, work with some brilliant people. Which organization(s) would you pick?

With a Scenario 2 company, you’re starting work working for an organization in a net deficit position with respect to customer happiness, respect, and trust. Job one is to move the organization from a net negative position to a net neutral or, hopefully, positive position in the marketplace; then build of there. If you know or deeply understand the Scenario 2 company, you’re likely being asked “to return and to help” as a trusted soldier. You likely know and understand the root causes that have landed the organization at the bottom of the ladder of customer satisfaction.

With a Scenario 1 company, you’re starting work working for an organization in a net positive position with respect to customer happiness, respect, and trust. There is no Job one because the organization already has a great positive report with its customer and partners – not just its largest revenue-generating customers but all customers; from

  • Individual individuals

up through

  • Single-person corporations,
  • Two-person partnerships,
  • Small businesses/enterprises,
  • Medium size businesses/enterprises,
  • Large businesses/enterprises, and
  • Extra large businesses/enterprises.

Scenario 1 organizations are already at or near the top of the customer satisfaction mountain and are only striving to be even better. They and yourself are not starting work each day working in a negative hole. Thriving is thriving …thriving to be your best from a positive starting position of customer and partner happiness, respect, and trust.

Scenario 2 organizations start work each day in a negative hole. Yes, there may be places where, on some days, you can stand on something to see over the top of the hole and things don’t look so dreary …but it’s not guaranteed …and it’s neither fun nor enjoyable to work there every day. Thriving is equivalent to surviving.  #NotFun

Amazon

TODO

#Graphitization of the Amazon Leadership Principles (introducing Personal Leadership Principle Maps) – Iteration 1
https://hyperonomy.com/2017/05/08/amazons-principles/

TODO

Facebook

TODO

Microsoft

TODO

Salesforce

TODO

Best regards,

Michael Herman
Enterprise Architect and Data Scientist
Parallelspace Corporation
M: 416 524-7702
E: mwherman@parallelspace.net
B: http://hyperonomy.com
L: https://www.linkedin.com/in/mwherman/recent-activity/posts/
Skype: mwherman2000

Living at the intersection of Enterprise Architecture, Enterprise Knowledge, and Data Science

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High-Velocity Service Packages and Envelopes [WIP]

COPYRIGHT © 2016-2017 by Michael Herman, Toronto, Canada. All rights reserved.

This article is a work-in-progress [WIP] placeholder.

TODO

Introduction

TODO

Scenario

TODO

Problem

TODO

Analysis

TODO

Options

TODO

Solution

TODO

High-Velocity Service Envelopes (HVSE)

TODO

High-Velocity Service Packages (HVSP)

TODO

Results

TODO

Next Steps

TODO

Conclusions

TODO

Best regards,

Michael Herman
Enterprise Architect and Data Scientist
Parallelspace Corporation
M: 416 524-7702
E: mwherman@parallelspace.net
B: http://hyperonomy.com
L: https://www.linkedin.com/in/mwherman/recent-activity/posts/
Skype: mwherman2000

Living at the intersection of Enterprise Architecture, Enterprise Knowledge, and Data Science

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Isomorphic Weighted Graph Databases and Graph Algorithm Non-Collinearity [WIP]

COPYRIGHT © 2016-2017 by Michael Herman, Toronto, Canada. All rights reserved.

This article is a work-in-progress.

Introduction

TODO

Isomorphic Weighted Graphs

TODO

Definitions

TODO

isomorphic

TODO

Weighted Graph Database Scenarios

TODO

  1. Project “Matt-itrage”: Real-time, Multiple Provider, Foreign Currency Arbitrage
  2. “Expedia for Azure, AWS, and/or Salesforce”: Automated Cloud Services Composition
  3. Project “Boston”: Personal, Hyper-scalable Homeland Security Databases – Federation Optional
  4. TEAM: Large Scale, Automated Total Enterprise Architecture Management
  5. TEBD: Large Scale, Automated Total Enterprise Big Data Routing and Streaming

TODO

1. Project “Matt-itrage”: Real-time, Multiple Provider, Foreign Currency Arbitrage

TODO

Currency Arbitrage

TODO

2. “Expedia for Azure, AWS, and/or Salesforce”: Automated Cloud Services Composition

TODO

3. Project “Boston”: Personal, Hyper-scalable Homeland Security Databases (Federation Optional)

TODO

4. TEAM: Large Scale, Automated Total Enterprise Architecture Management

TODO

5. TEBD: Large Scale, Automated Total Enterprise Big Data Routing and Streaming

TODO

Graph Algorithm Non-Collinearity

TODO

Definitions

TODO

collinear

TODO

collinearity

TODO

Best regards,

Michael Herman
Enterprise Architect and Data Scientist
Parallelspace Corporation
M: 416 524-7702
E: mwherman@parallelspace.net
B: http://hyperonomy.com
L: https://www.linkedin.com/in/mwherman/recent-activity/posts/
Skype: mwherman2000

Living at the intersection of Enterprise Architecture, Enterprise Knowledge, and Data Science

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What are the differences between improving the design (and operation) of an aircraft engine, a muscle car, a large enterprise, and/or an integrated commercial global cloud services platform …all running at hyperscale?

COPYRIGHT © 2016-2017 by Michael Herman, Toronto, Canada. All rights reserved.

Question: What are the differences between improving the design (and operation) of:

  • an aircraft engine,
  • a muscle car,
  • a large enterprise, and/or
  • an integrated commercial global cloud services platform
  • …all running at hyperscale?

Answer: None.

Scroll down to see the use cases; then the list of resources at the bottom of this article.

Use Case 1: Aircraft engine, and
Use Case 2: 
Muscle car

Continuous Transformation 2

Use Case 3: Large enterprise operating at hyperscale, and
Use Case 4: 
Integrated commercial global cloud services platform operating at hyperscale

Continuous Transformation 1.png

References

  1. Continuous Transformation and Transformative Change are key principles of the Total Enterprise Architecture Model (TEAM) (click here)
  2. To dig deeper, check out Graphitization of the Enterprise (click here)
  3. [Enterprise Architecture, Big Data, CRM, ERP, …] Tools and Methods Don’t Generate Business Value (click here)

Best regards,

Michael Herman
Enterprise Architect and Data Scientist
Parallelspace Corporation
M: 416 524-7702
E: mwherman@parallelspace.net
B: http://hyperonomy.com
L: https://www.linkedin.com/in/mwherman/recent-activity/posts/
Skype: mwherman2000

Living at the intersection of Enterprise Architecture, Enterprise Knowledge, and Data Science

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Filed under ArchiMate, Architecture Reference Models, Crossing the EA Charm, Data Science, Enterprise Architecture, Graphitization, How do we think, IoT, Space Flight

Structuring Small Powerful Documents

COPYRIGHT © 2016-2017 by Michael Herman, Toronto, Canada. All rights reserved.

For the past couple weeks now, I’ve been on the left coast visit with friends and colleagues and having an extraordinary time. Often, the conversation returns to what is the best way to convince someone or some group to do this or that.  Here’s some ideas and templates to consider based on my past experiences:

  • Notes from the Field
  • Product Planning Cycles
  • Project Business Charter
  • Preliminary Vision and Scope Document
  • Jeff Bezzo’s Amazon 6-Pager

Notes from the Field

Parts

  • Introduction
  • Scenario
  • Problem
  • Analysis
  • Options
  • Solution
  • [Preliminary] Results
  • Summary

Sample Templates

Product Planning Circles

Sample Templates

Project Business Charter

Parts

  • Business Project Description
  • Deliverables
  • Project Scope / Boundaries / Assumptions
  • Project Accountability
  • Stakeholders
  • Project Execution Risks Summary and Mitigation Options
  • Project Cost Estimate
  • Links to Supporting Documentation

Sample Templates

Preliminary Vision and Scope Document

Also known as an Engagement Transition Document

Parts

  • OVERVIEW
  • PROBLEM STATEMENT
  • BUSINESS OBJECTIVES
  • EXISTING ENVIRONMENT
  • USER PROFILES
  • SOLUTION VISION
  • PROJECT SCOPE
  • CRITICAL SUCCESS FACTORS
  • IMPORTANT DATES
  • OTHER ASSUMPTIONS AND CONSTRAINTS

Sample Templates

Jeff Bezo’s Amazon 6-Pager

Parts

[The six-page narratives are structured] like a dissertation defense:

  1. The context or question.
  2. Approaches to answer the question – by whom, by which method, and their conclusions
  3. How is your attempt at answering the question different or the same from previous approaches
  4. Now what? – that is, what’s in it for the customer, the company, and how does the answer to the question enable innovation on behalf of the customer?

(via Amazon: How are the 6 page “narratives” structured in Jeff Bezos S-Team meetings? – Quora)

Sample Templates

  • None available (yet)

Best regards,
Michael Herman (Toronto)
Parallelspace Corporation
mwherman@parallelspace.net

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