Saturday, 15 September 2018

ICO Receiving 500 Breach-Related Calls a Week Since GDPR Took Effect




The United Kingdom’s Information Commissioner’s Office (ICO) has been receiving 500 calls pertaining to data breaches since the European Union’s General Data Protection Regulation (GDPR) took effect.

Speaking before hundreds of senior business leaders at the Confederation of British Industry’s (CBI’s) fourth annual Cyber Security Conference, ICO deputy commissioner James Dipple-Johnstone revealed that of the 500 breach-related calls received weekly by the Office, a third of them aren’t warranted or pertain to events that don’t qualify as data security incidents.

https://securityboulevard.com/2018/09/ico-receiving-500-breach-related-calls-a-week-since-gdpr-took-effect/

Hopefully we are more diligent in Jersey and more thoughtful about what we escalate

The Jersey OIC has good guidance here
https://www.oicjersey.org/wp-content/uploads/2018/04/2018.03.13-Guidance-on-Breach-Reporting.pdf

Feedback and comments and debate always welcome

@AdaptCCompany +447797762051
http://www.adaptconsultingcompany.com/
Adapt Consulting help people and organisations get things done
@AdaptCCompany

UK Business Leaders Warned About Cybersecurity - Jersey needs to be prepared too

British business leaders need to extend their cyber security defenses beyond the threat posed by Russia to other states and criminal syndicates, one of the UK’s leading spymasters has warned.

In an interview with the Financial Times, Ciaran Martin, chief executive of the UK’s National Cyber Security Centre, which is part of the communications intelligence agency GCHQ, said that while Russia remained a serious threat to businesses, Iran and North Korea, as well as international cyber criminals, presented equal if not greater risks.

https://www.informationsecuritybuzz.com/expert-comments/uk-business-leaders/

Adapt Consulting Company has been working with TechColab and a number of other Cyber Essentials organizations to create a CE Toolkit of tools, templates, training and scripts to apply Cyber Essentials compliance to SMEs and Charity Businesses.

With the States of Jersey now suggesting Cyber Essentials is mandatory, it's a good time to get prepared.

Feedback and comments and debate always welcome

@AdaptCCompany +447797762051
http://www.adaptconsultingcompany.com/
Adapt Consulting help people and organisations get things done
@AdaptCCompany

Friday, 27 July 2018

What can we learn from this: Lidl cancels SAP after 500M Euro and 7 years


I highly recommend the postings which caught my eye and caused me to think about lessons to learn.
https://www.linkedin.com/pulse/lidl-cancels-sap-introduction-after-spending-500m-euro-andrea-cravero/

http://manufacturing-software-blog.mrpeasy.com/2018/07/24/erp-implementation/

What is really interesting to read is the previous positive news story (May 2015)
https://news.sap.com/2016/03/lidl-opts-for-sap-for-retail-powered-by-sap-hana/

What changed?

My first point to check what to see if the IT person at Lidl had left. He hadn’t. But the fact that he arrived March 2015 suggests there was already a review ongoing when the positive news story (May 2015) was being planned.

https://www.linkedin.com/in/alexander-sonnenmoser-3886a1b6/

So what happened?

In short I don’t know. But it is interesting to speculate not necessarily about Lidl or SAP, but about the circumstances when you should pull the plug.

1. Projects should be future focussed: All project should be forward looking to the benefits ahead rather than nostalgia or loyalty for the past.

2. Projects should align to measurable benefits: The purpose of a project should be to achieve a measurable outcome (time, cost, quality, reputation, market share etc.) If the circumstances change affecting the outcome it is simply foolish to press on regardless.

3. Projects should have key performance indicators for progress: It is important to know that projects are progressing forward and not just consuming cash and resource. I have seen too many projects where the wheels are spinning but there is little traction and less progress.

4. Projects should be small or phased: I have long argued that monolithic projects fail and the key to success is momentum. A series of smaller projects or discrete phases reward success, create confidence and capacity and provide agility.

All entrepreneurs argue that it is better to fail fast, fail early and fail forward. This means if you can see something is not going to work pivot or abandon but don’t madly plough on regardless.

I broadly accept the entrepreneurs’ argument, but I would first say that before you pivot or abandon make sure you have genuinely tried. Too many projects fail for a lack of ownership, planning, priority or resource. Maybe you project isn’t a bad one, maybe you just have not properly committed what is necessary to achieve it.

Of course internal competence or capacity may be grounds to pivot or abandon: But be clear whether the issue is that the project is ill conceived, the benefits are simply not there, or you don’t have the wherewithal to do it properly. Each provides a different lesson even if the outcome is the same.

Thursday, 5 July 2018

What project management style should I take if it is not going well?

It is a cliché to say it is not what you do, but the way that you do it. Therefore setting aside whether you adopt PRINCE2, Agile, Waterfall or any other project methodology it is important to consider your project management style.

First I think it is important to recognise the role of project management as leadership, and then to example style as a leadership style.

PROJECT LEADERSHIP OVER PROJECT MANAGEMENT

For a summary of project leadership over project management see my earlier blog
https://adaptconsultingcompany.blogspot.com/2016/09/the-value-of-project-leadership-over.html

LEADERSHIP STYLES

Goleman provides a very handy guide to leadership style and when to apply them.

Visionary — mobilize people toward a vision.
Works best when a clear direction or change is needed.

Coaching — develop people for the future.
Works best when helping people and building long-term strength.

Affiliative — create emotional bonds and harmony.
Works best to heal rifts in teams or motivate people in stressful times.

Democratic — build consensus through participation.
Works best to create consensus or get input.

Pacesetting — expect excellence and self-direction.
Works best to get quick results from a highly competent team.

Commanding — demand immediate compliance.
Works best in crisis or with problematic people.

Source
https://intenseminimalism.com/2015/the-six-styles-of-leadership/


APPLYING LEADERSHIP STYLE TO PROJECT GOVERNANCE

It is commonly accepted that any projects should be on-time, on-budget, to-specification with low-risk and high-communication. These therefore present themselves as simple generic measures for good Project Governance. When dealing with any supplier make sure you are clear about

ON-TIME, knowing the timetable, delivering tasks, reporting progress and alerting issues

ON-BUDGET, knowing the budget, the spending, and issues or changes

TO-SPECIFICATION, knowing what needs to be delivered and why: this isn’t just about tasks it’s about end-results: What does success look like?

LOW-RISK, knowing the risks, issues and assumptions and agreeing the actions

HIGH-COMMUNICATION, making sure all the above is clear, documented, understood and followed


The role of a project manager includes planning of tasks and requirements; co-ordination of resources; monitoring of progress, budget, change, risks and issues and representing the project and product(s) through to delivery, hand-over and successful use.

The point about delivery, hand-over and successful use is key. Project Leadership is not only about Process but about Products it isn’t only about Outputs but about Outcome. Therefore Project Leadership needs to think broadly about “what are we trying to achieve here”.

This is a very important concept when dealing with suppliers. Do not let suppliers simply burn-up time and costs; make sure they are delivering something that is of value.

SOME TECHNIQUES FOR DIFFICULT SUPPLIERS

Keep a Record of Agreements
If suppliers are difficult, slippery or evasive about what was agreed or what they are doing make sure you have a regular meeting with agenda and minutes which formally agree in writing what has been decided. If necessary (because people find minute taking dull) get agreement to audio record the meetings. However make sure you have agreement before you audio record.

Keep a Record of Tasks, Progress and Issues
Make sure your suppliers provide a routine update (weekly or monthly) of tasks, progress and issues. Make sure they have end-results and they are delivering something that is of value.

Pay people for success
Make sure payment is linked to end-results and they are delivering something that is of value. Do not pay someone for hours done, pay them for agreed/approved outputs delivered. Have a check-list and tick off the items as they are done.

Trust, but verify
If a suppliers says something is done, or promises that they are ready (eg disaster recovery) put them to the test and get them to demonstrate something is done or that they are ready. If they fail, give them another chance. If they fail three times, don’t give them another chance.

Evidence hand-over and celebrate success
Have a formal ritual hand-over process done on a specific day and following completion of a tick-list that validates everything has been done as agreed. Then open the champagne and celebrate. If you supplier is never ready or always have “..just one more thing to do…” then that should be a warning.

FEEDBACK

If you have experience or suggestions applying different leadership styles or dealing with difficult project situations please comment. There is no one-truth in projects, programmes and change and I am always open and interested in different perspectives and different circumstances.

OTHER BLOGS YOU MIGHT LIKE

There are hundreds more blogs on projects, programmes and change here
https://adaptconsultingcompany.blogspot.com/
https://projectspeoplechange.blogspot.com/

ABOUT THE AUTHOR

TimHJRogers World Champs Rower, Commonwealth Games Triathlete, MBA (Management Consulting) PRINCE2 Projects & Change Practitioner, TEDx & Jersey Policy Forum
https://www.linkedin.com/in/timhjrogers/
http://www.timhjrogers.com/

Friday, 29 June 2018

Jersey’s Digital balance between Opportunity and Trust

There are some interesting challenges when considering innovation, artificial intelligence and the use of data and the purposes it is put to.

Is the role of government to be the conscience of business, make-up the short-fall in family and community responsibility, and the prefect for innovation and wealth?

There are some very stark contrasts between Singapore (government custodian of centralised data), Estonia (people decentralised data) and China (government controlled data).

Does Jersey want to use data to drive a political agenda (in the way China ranks and scores citizens) or encourage engagement (in the way Singapore offers-up centralised data) or reassure people (in the way Estonia will report each data access directly to the citizen)

Some interesting questions as we contemplate opportunities arising from AI and the blockchain, with the former offering data and decision power and the latter audit and trust.

I look forward to hearing the views of the panel at Barclays AI Frenzy Launch Event 12 July 2018
https://www.digital.je/news-events/digital-events/barclays-ai-frenzy-launch-event/

#jersey #egov #blockchain #regulation #socialchange

REFERENCE
How to fix the future – Andrew Keen
https://www.amazon.com/How-Fix-Future-Andrew-Keen/dp/0802126642

Feedback and comments always welcome

TimHJRogers
@TimHJRogers @AdaptCCompany +447797762051
https://www.linkedin.com/in/timhjrogers/
http://www.adaptconsultingcompany.com/

TimHJRogers World Champs Rower, Commonwealth Games Triathlete, MBA (Management Consulting) PRINCE2 Projects & Change Practitioner, TEDx & Jersey Policy Forum

Jersey’s Digital balance between Opportunity and Trust @TimHJRogers @AdaptCCompany
https://medium.com/@timhjrogers/jerseys-digital-balance-between-opportunity-and-trust-ff484363dbee

Five things to make a difference to our Digital Future

In his book “How to fix the future” Andrew Keen has looked to what five factors might mean the future is to our benefit rather than Brave New World, 1984, or The Matrix.

1. Ensure AI is open and not propriety or owned. A modern day example would be the World Wide Web. The open, free and accessible by all has been the formula for success.

2. Ensure fair play allowing new entrants to the market and preventing dominant abuse by larger organisations. This is where legislation and regulation is necessary for standards and certainty which helps innovators thrive.

3. Hold social media to high standards, fact-checking and challenging fake news and being vigorous with corrections but fair to opinions. Notably in some countries it isn’t possible to post comment without using their national-ID. That may be a step too far, since the idea of accountability and responsibility has to be balanced with privacy. There is room for debate, and some easy controls in a community as small as Jersey.

4. There is a sliding scale from human to robot. With augmented processing power available from our phone, glasses, and ear piece we are already seeing technology implants to help the disabled and enhance the able. We are already seeing technology replace humans and it’s time to rethink about the role of the human and the protections for those that will not thrive in this new world.

5. There is plenty of evidence that cave people have fuller and happier lives than people today. It can be debated if the industrial and technical revolution has liberated or subjugated the majority. There is a backlash against globalisation and expert-elite but is it too late when the decisions are made by machines rather than policy makers? How are preparing for these changes in education and choice?

I look forward to hearing the views of the panel at Barclays AI Frenzy Launch Event 12 July 2018
https://www.digital.je/news-events/digital-events/barclays-ai-frenzy-launch-event/

#jersey #egov #blockchain #regulation #socialchange

REFERENCE
How to fix the future – Andrew Keen
https://www.amazon.com/How-Fix-Future-Andrew-Keen/dp/0802126642

Feedback and comments always welcome

TimHJRogers
@TimHJRogers @AdaptCCompany +447797762051
https://www.linkedin.com/in/timhjrogers/
http://www.adaptconsultingcompany.com/

TimHJRogers World Champs Rower, Commonwealth Games Triathlete, MBA (Management Consulting) PRINCE2 Projects & Change Practitioner, TEDx & Jersey Policy Forum

Five things to make a difference to our Digital Future
https://medium.com/@timhjrogers/five-things-to-make-a-difference-to-our-digital-future-361f3c73a868

Go for Launch or Gone to Lunch?

Too many projects languish at the bottom of someone’s in-try.

My experience is people seldom like to say NO, and passive resistance to change comes from a thousand “Yes but…” excuses or pending some critical meeting, review, endorsement, memo, assurance or approval.

The problem is that too often delay or doing nothing is more expensive and risky than doing something and (if necessary) making corrective action.

The mantra is often to Do Ditch Delegate or Delay

My challenge is to help them Decide. My approach is what I call my Go for Launch meetings. I invite the stakeholders or work-stream owners to a meeting and simply ask: “Are we go for launch?”

This face-to-face approach to managing people and tasks is far better than memos and emails because people immediately have focus and ownership for the response.

The answer is either YES, or NO because…..

At least then I can hear and manage the delay which otherwise pile up as inaction rather than challenges to overcome.

Interestingly people don’t like saying NO, so very often I get YES and a firm commitment where otherwise there would be deafening silence.

Having made the firm commitment, and having done it personally (with ownership for the response) it is interesting to see how many stuck projects become personal missions and quickly become unstuck.

Feedback and comments always welcome

TimHJRogers
@TimHJRogers +447797762051
https://www.linkedin.com/in/timhjrogers/
http://www.timhjrogers.com/
https://medium.com/@timhjrogers_24478

TimHJRogers World Champs Rower, Commonwealth Games Triathlete, MBA (Management Consulting) PRINCE2 Projects & Change Practitioner, TEDx & Jersey Policy Forum
#linkybrain #projects #change #leadership #performance