By Mike Ziman, CEO
You have successfully completed an IT project for your client. Did you intercept their future IT trajectory and have a positive impact on it? Failure to positively impact your clients’ technological trajectory is tantamount to holding them back and costing them precious time and budget.
Taking a quick look into the "Internet of Everything” we can rapidly observe the speed at which change and obsolescence can turn a successful IT project using the same or similar technology stack and techniques that the client had before, and will cause the client to lose ground to their users/customers/competitors' adaptation to technology. Additionally, when they eventually play catchup they will incur repetitive costs and development time that could have been avoided.
In the federal arena agencies are working with tighter budgets and increased demand for better and more secure services. Federal agencies are very good at understanding and defining their mission. They excel at understanding the specific services they are to deliver. They have built systems and contracted with companies to build systems in the last 50+ years. The incremental upgrades that have been successfully implemented decade over decade have paid off in meeting the challenge. Of course there are exceptions but for the significant part they have done an incredible job. It does not have to be the job of the agencies to house computer systems, run call centers, support infrastructure, hire IT staff and even technical development. Part of their job is to make sure that those of us who provide these services comply with their mission and commitment to their customers, and this is an area of our expertise.
By Mike Ziman, CEO
The number one emotion I usually sense when discussing how to move large complex systems from long-running mainframe legacy systems into more efficient and less expensive environments, is fear.
The fear is not so much about complacency or change but it seems to be more about the unknown. It is a reasonable fear if you think about trying to gather the business functions by analyzing millions of lines of code. A government agency may have 40+ years of undocumented code and the institutional knowledge is no longer available. The question arises, “How can we document all of the functions of the code?” It is not about the code. It is about the business functions. If it was about the code then we would look at how to improve the code. That is not the task. The task is how the agency meets its mission more effectively and with a focus on cost reduction.
Most everyone (except those with a revenue stream to protect) agrees there are better infrastructure and systems development capabilities in 21st century technology than that of the last century. The agency has the answers and power to make the change within their grasp. As always, “it’s all about the data.” The data stored within the agency is the most powerful part of any agency, not only for delivering mission services but also to transform into a more highly productive and cost-effective entity.
Mike Ziman, CEO