Skip to main content

AHM 2008

I was pleased by our workshop on research opportunities this week. Our speakers met several people who were interested in their work and might contribute to taking it further. It's hard to measure the outcomes of these events, because the collaborations that we are aiming to catalyse may take months to firm up and then may take much longer to produce actual results, but the first impressions are positive.

Some of the networking happened outside the workshop itself, of course. That is the advantage of face-to-face meetings; sometimes all you need is to bring the right people together for the first few minutes. Also, you can follow serendipitous links, such as when a colleague pointed me at the workshop on declarative data centres that Microsoft Research Cambridge and HP Labs organised earlier this year. I think the UK is building a critical mass in data centre management and I hope this can be encouraged to the point where it becomes a viable industry.

Beyond our workshop, there was plenty of interest in the wider AHM conference. I chaired one "regular" session in which most of the papers were about the use of social networking tools and similar systems for supporting science teams and similar projects. There is a lot of potential here and several people are taking advantage of it.

One limitation of this year's event was simply the large number of parallel sessions, which meant that individual sessions were quite small and that you couldn't follow even half of what was going on. But I think this was offset by he bringing together of several different communities, which should bear fruit in later years.

Comments

Popular posts from this blog

Project Leadership

When I look back over recent projects that I've been involved in, it seems that one key to making a project successful is having someone on the team who really drives it forward: someone who is invested in the project as a whole and not just their own part in it. We (by which I mean the University's Applications division) have a well-defined project process, with defined roles, required milestones, deployment standards, and so forth.    All these are useful, but if the team doesn't have a leader, it seems a project can lose its way, perhaps not responding to changing circumstances, getting stuck on a technical problem, or not securing a needed resource in time to meet some external constraint. The leader can be any member of the team - it could be a developer, a project manager, or the sponsor, or someone in another role.  A team can include several people who are this committed to the project; it doesn't have to be a single person.   As an example, one of...

Business Model Canvas

A Business Model Canvas is a tool for mapping the core functions and capabilities of an organisation.  Compared to the Core Diagrams that I described in an earlier post , the business model canvas attempts to present more aspects of the business, starting with the value proposition – a statement of what the organisation offers to its users (in the business world, to its customers).  It shows the activities and resources, as Core Diagrams do, but also shows user relationships & channels, and also benefits and costs.  I’m not aware of any universities that have used this tool but you can find examples from elsewhere on the web. We are considering business model canvases as a tool for mapping the strategic capabilities of units at the University of Edinburgh.  Phil Taylor, our EA contractor, sketched an outline of what a business model canvas might begin to look like for HR: This is only intended to be suggestive: the real canvas would need to result from in-de...

"That's not Grid!" - A cautionary tale

I don't usually attempt humour here, but see if you like this... Once upon a time, in the far-off world of Computerland, a great guru arose and declared a vision. "I see a future when all computers will be linked together and people will run their programs without knowing which computers are running them. People do not need to know where their jobs run; they just need the results. I call this Grid Computing!" The people of Computerland were excited by the guru's vision. They went away and worked to make it happen. When they were ready, they returned to the guru and said: "Oh great guru! We have implemented your vision. We can run our programs on whichever processor is free at the time, making sure that all programs can run and making best use of all our processors. No longer does one computer sit idle while another one is overloaded. Your vision is a great success!" "No, no, no!", said the guru, "That's not Grid!" The guru exp...