Showing posts with label modelling. Show all posts
Showing posts with label modelling. Show all posts

2012/12/26

Content: What's wrong with the Wikipedia Knowledge Model

The Register had a recent piece on Wikipedia: they're rolling in cash and the lucky few are enjoying that gravy train. Talking about this led to a discussion on the strengths and failings of the Wikipedia Content Model vs Classical Encyclopaedias, like Britannica.

Wikipedia has a simplistic Model of Knowledge: There is But One Truth.

If you are an engineer or a programmer, then this is as axiomatic as binary data and logic: true/false, 0/1, just one correct answer to every equation or calculation/test, there is but one truth.

Which is exactly where Wikipedia excels: if you need to look up a technical topic, especially in computing/communications and some engineering, where there is a well defined specification, then you find very good articles, often concise, complete and well explained.

But this is at best an undergraduate view of engineering: incomplete, naive, simplistic and completely without nuance. It's deeply wrong and misleading.

What does Encyclopaedia Britannica provide?
Experts. With a comprehensive knowledge of the field, its history, the current "State of the Art and Practice" and the currently accepted theories with competing ideas and approaches  to problems at 'the edge'. They understand nuance and the many theories nature of the development of science. But more importantly, they bring judgement and an ability to explain their field to others.
Even in objective technical fields, like computing and electronic engineering, there are many competing theories about the field, each with their benefits and limitations, all argued for strongly by proponents and all, even those appearing 'weak' or later proven wrong or limited, offer insight and understanding.

Knowing the whole story, what works, whats been tried, whats been discarded - and why, is as important as knowing the current best theory. And that's for objective fields of knowledge: 'truth' isn't fixed and immutable, but constantly and unpredictably evolving and changing.

The proof of this is the 1902 statement by the newly appointed Commissioner of Patents in the US:
In my opinion, all previous advances in the various lines of invention will appear totally insignificant when compared with those which the present century will witness. I almost wish that I might live my life over again to see the wonders which are at the threshold.
He was proven right, beyond his wildest dreams... The nature of Science is change, "truth" evolves over time.

For more subjective fields, the 'soft sciences', even history and philosophy, the many viewpoints approach of science is vitally important: the discourse is more important than "the" answer.
Or fields requiring judgement, in answering questions about "best", ethics or belief and emotions: the stuff of real life.

Within this Many Theories and Viewpoints model of knowledge, articles with single identified authors are important. Readers may wish to read more by the author or disagree with their viewpoint and avoid their writing.

Contributions from Domain Experts in Encyclopaedias offer the same promise as Undergraduate courses for professionals:
Complete coverage of the field: an A-Z guide of the current state of the art, influenced by the experts viewpoint and approach.
This is the weakness of the "autodidact", or the self-taught: they can easily miss large and important areas of a field. They don't know what they don't know, whilst a "good" undergraduate course carries the promise of knowing what you know and what you don't know: formal education is about removing the "Unknown Unknowns". The self-taught, without feedback from others, can never be certain they've learnt the whole field. [Because they aren't hampered by preconceptions, they can sometimes arrive at startling new answers, but mostly they fall into known fallacies and logic traps.]

To evolve, grow and thrive, Wikipedia needs to embrace single identified authorship, multiple competing views on the same subject and good histories of the subject, reflecting the cut-and-thrust of all lively, developing areas of academic debate.

For Wikipedia to be more than the naive "font of all undergraduate wisdom", it has to embrace the complex, many faceted view of knowledge and discourse in world of graduates and researchers.

2007/05/02

Defining I.T. Service Management

Objectives (The What)


Having begun around 1950, the world of Commercial I.T. is now mature in many ways. "Fields of Work" and professional taxonomies are starting to become standardised. Professional "Best Practices" are being documented and international standards agreed in some areas.

For the first time, audits of one of the most pragmatic I.T. disciplines, "Service Management", are possible with ISO 20,000. Business managers can now get an independent , objective opinion on the state of their I.T. operations - or of their outsourcers.

Being "documented common sense", ITIL and the related ISO 20,000 are good professional guides, but not underpinned by theory. Are there any gaps in the standard? How does Service Management interface with other IT Fields of Work? and What changes in those other disciplines are necessary to support the new audited practice?

Analysis of the full impact of I.T. Service Management, creation of a full taxonomy and definitions of "I.T. Maturity" are beyond the scope of a small "single researcher" project.

Approach (The How)

ITIL Version 2 and 3 and ISO 20,000, as published documents, form the basis of the project.
Prior work in the field has yet to be identified. Secondary research will be the first step.

Each of the models will be codified and uniformly described, then a 3-way comparison performed. A Gap Analysis done of the 3 models, and a formal model built describing "I.T. Service Management" and its interfaces built and each of the existing approaches mapped to it.

Importance/Value (The Why)

The global economy, especially businesses in the "Western Industrialised World" are increasingly dependent on I.S./I.T. and their continued efficient operation. Corporate failures partially due to I.S./I.T. failure have occurred. Improving delivery of I.T. Services and the business management and use of them is important to reduce those failures in the future.

The advent of ubiquitous and universal computing requires concomitant development of business management.

There assertions are considered axioms in this context:
  • Organisations these days are dependent on their I.T. Operations.
  • I.T. cuts across all segments of current organisations.
  • I.T. defines the business processes and hence productivity of the whole organisation.
  • What you don't measure you can't manage and improve.
  • Improving the effectiveness of I.T. Operations requires auditable processes.
  • Common I.T. Audit and Reporting Standards, like the Accounting Standards, are necessary to contrast and compare the efficiency and effectiveness of I.T. Operations across different organisations or different units within a single organisation.
I.T. is a cognitive amplifier, it delivers "cheaper, better, faster, more, all-the-same", through the embedding of finely detailed business processes into electronic (computing) systems.

For simple, repetitive cognitive tasks, computers are 1-5,000 times cheaper than people in western countries.

From this amplification effect, computers still provide the greatest single point of leverage for organisations. The underpin the requirement to "do more with the same", improving productivity and increasing profitability.

The few studies of "IT Efficiency" that are available show that IT effectiveness is highly variable and unrelated to expenditure.

The value-add to business of a complete I.T. Service Management model is two-fold:
  • manage down the input costs of the I.T. infrastructure and Operations and,
  • audit assurance for the board and management of the continued good performance of I.T. Operations.


[A 1990 HBS or MIT study into "White Collar Productivity" - reported a decrease in the first decade of PC's]

Previous Work (What else)

There is much opinion in the area, without substantive evidence: e.g. Nick Carr and "Does IT Matter?" The McKinsey report/book on European Manufacturers and their I.T. expenditure versus financial performance shows there is no co-relation between effort (expenditure) and effect (financial performance).

"Commonsense" IT Practitioner approaches, SOX, ITIL and COBIT and others, do not address the measuring and managing of I.T. outputs and interfaces and their business effects, utiliation and effectiveness.

Jerrry Landsbaum's 1992 work included examples of their regular business reports - quantifiable and repeatable metrics of I.T. Operations phrased in business terms.

Hope to find (The Wherefore)


  • Create a formal model for I.T. Operations and its performance within and across similar organisations.
  • From the model, generate a standard set of I.T. performance metrics.
  • Generate a set of useful I.T. Operations Business Impact metrics.


Report Outline


  • Coded process models of ITIL version 2, 3 and ISO 20,000.
  • 3-way comparison of ITIL version 2, 3 and ISO 20,000.
  • Gap Analysis of ITIL version 2, 3 and ISO 20,000 models.
  • Formal I.T. Service Management model.
  • Common I.T. Service Management internal metrics and Business Impact
    metrics flowing from the model.
  • Interfaces to other I.T. and business areas and changes necessary to support audits of I.T. Service Management.
  • Further Work and Research Questions


Execution Phases

  • Learn ITIL Version 2 - Service Managers Certificate course [complete]
  • Learn ISO 20,000 - IT Consultants training [in process]
  • Acquire and learn ITIL Version 3 [depends on OGC availability. mid/late 2007]
  • Create/identify process codification.
  • Codify ITIL version 2, 3 and ISO 20,000
  • Compare and contrast coded descriptions. Report.
  • Create/adapt process description calculus for formal model.
  • Create formal I.T. Service Management model.
  • Derive interfaces to business and other I.T. processes
  • Derive internal metrics, role KPI's and business impact metrics
  • Finalise report.

2007/03/20

Quantifying the Business Benefits of I.T. Operations

Objectives (The What)


That "I.T. is done for a Business Benefit" seems axiomatic.

But where's the evidence after 50-60 years of computing? It's not coming out our ears - just the reverse.

Businesses understand the importance of hard data and it's through analysis for marketing, but don't apply the same techniques or management principles to their I.T. Operations.

I'd like to model and quantify the Business Benefits of I.T. Operations across multiple organisations to provide baselines, benchmarks and trend analysis. The impact of all aspects of I.T. is beyond the scope of a single researcher project.

Approach (The How)



Data is fundamental input for analyses. Leveraging what's available means the outputs can be commercially reproduced and aer within the project budget (zero cost).

Three separate data streams will be mined:
  • Historic "ITSM" tool data from multiple organisations.
  • Detailed I.T. accounting information from selected organisations.
  • Primary research in one organisation to collect and report "FTE equivalents provided" by I.T.


[FTE = Full Time Employee. Otherwise, "virtual employees". What head count and cost would be needed to provide similar services with 1965 technology.]

Importance/Value (The Why)



There propositions are to be tested:
  • I.T. is done for a Business Benefit.
  • Business Benefits, tangible or intangible, should be measurable.
  • Organisations these days are dependent on their I.T. Operations.
  • I.T. cuts acros all segments of current organisations.
  • I.T. defines the business processes and hence productivity of the whole organisation.
  • What you don't measure you can't manage and improvve.
  • Improving the effectiveness of I.T. Operations requires reliable metrics.
  • Commin I.T. Reporting Standards, like the Accounting Standards, are necessary to contrast and compare the efficiency and effectiveness of I.T. Operations across different organisations or different units within a single organisation.


I.T. is a cognitive amplifier, it delivers "cheaper, better, faster, more, all-the-same", through the embedding of finely detailed business processes into electronic (computing) systems.

For simple, repetitive cognitive tasks, computers are 1-5,000 times cheaper than people in western countries.

From this ampflication effect, computers still provide the greatest single point of leverage for organisations. The underpin the requirement to "do more with the same", improving productivity and increasing profitability.

Subtle shifts in this whole-organisation amplification ratio (e.g. from 100:1 to 95:1 or 105:1) are impossible for isolated individuals to detect unaided. But they make very large differences to the 'global' organisation output and productivity.

In retail businesse, the gross margin is often around 2.5%. Reducing whole company productivity by 5% will destroy it's profitability, and without any metrics, will be impossible for any management team to identify and resolve.

The few studies of "IT Efficiency" that are available show that IT effectiveness is highly variable and unrelated to expenditure.
My proposition is that "intuitive management" of IT is stretched well beyond it's useful limits and needs to be replaced by evidence-based management.

The value-add to business is two-fold:
  • manage downt he input costs of the I.t. infrastructure and,
  • quantify the "cognitive amplifier" effects across the whole organisation to make informed decisions on optimum 'global' investment/expenditure on I.T. Operations.


[There's the 1990 HBS or MIT study into "White Collar Productivity" - reporting a decrease in the first decade of PC's]

Previous Work (What else)


There is a dearth of published material/research in this area.
The "State-of-Practice" is "NEVER DONE".
There is much opnion in the area, without substantive evidence: e.g. Nick Carr and "Does IT Matter?"

"Commonsense" IT Practitioner approaches, ITIL and COBIT (others?), do not address the measuring and managing of I.T. outputs and their business effects, ultilisation and effectiveness.

The McKinsey report/book on European Manufacturers and their I.T. expenditure versus financial performance shows there is no co-relation between effort (expenditure) and effect (financial peformance).

Jerrry Landsbaum's 1992 work included examples of their regular business reports - quantifiable and repeatable metrics of I.T. Operations phrased in business terms. This work seems entirely disregarded.


Hope to find (The Wherefore)


  • Model I.T. Operations performance within and across similar organisations.
  • generate tools usable within organisations to collect/report their own metrics.
  • Define a set of useful I.T. Operations performance and Business Impact metrics.
  • Model inputs to Business and Business Utilisation/Outcomes.


Report Outline


  • Analyse ITSM tool data. Derive KPI's, Internal Baselines/Trends, Cross-section Benchmarks
  • Annual I.T. Operations Report
  • FTE Employee equivalents - Count and Cost
  • Why IT Matters to the Business.
  • Gaps in Service Management models - ITIL and COBIT
  • Adding I.T. Operations to Management Theories.
  • Advancing I.T. as a Profession
  • Further Work and Research Questions


Execution Phases