tonysmiththathousingitguy @HousingITguy

Some thoughts on IT and UK SocialHousing from a unique perspective of over 25+ years working with over 100 RSL's, Councils and social landlord groups in the UK, Ireland & Australia. Also a healthy music knowledge music over the last 5 decades Available for independent housing RSL implementation, procurement of HMS, Repairs, CRM, EDM, DLO, Financial, Scheduling systems, critical friend etc. In Scotland I work with the folks at Arneil Johnston Check us out on Soundcloud /housingitguy

Thursday 26 January 2023

Friction

If you do the Twitter thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

Just the other week, I was asked, “Why do you think our project to install a COTS (commercial off the shelf solution), went wrong, over-ran and needed a budget increase of nearly £2m to complete”?

Its a too common tale and an interesting question and also one that I had limited scope to comment on, as I was not aware of the project in question, nor was involved in my current remit with the organisation. For sure, software implementations go wrong, friction occurs and this post will try to cover some of the key gotchas, around COTS projects.

Firstly, is a COTS solution for you?

Maybe it isn’t and you should be building something from scratch, particularly if you are seeking a particularly unique solution to a unique problem. Most problems are not unique and if you have peer organisations, successfully using commercial solutions, that should really be the first avenue to investigate. Why re-invent the wheel if you can see a number of solutions to compare and contrast and find the one that gives a good fit.

Choosing a good COTs solution is a bit like finding your life partner (and who is 100% happy with theirs?). All other halves have some irritating features, but no-doubt if you are still together, a great majority of things work out between you pretty well. Don’t throw the idea of a COT solution out because others have had issues. It can sometimes be difficult to get to the bottom of issues as organisations and managers rarely are comfortable sharing their failures. In practice, much can always be learned looking closer into what went wrong, ready for the next up-coming projects.

Many projects fail pretty early on, with the initial specification of what’s needing to be achieved and what’s needed from the COTS solution. A too high level or no spec at all is not recommended and always is likely to lead to receiving an initial bargain supplier quote. If your needs are vague, so will be pricing.

On the other side of the fence, back in the day as a supplier, I have often looked at an initial requirement and honestly determined it as easily done for £200k. I was generally carefully to detail exactly, what was included, which would generally flush out multiple missed additional requirements. Not all supplier sales folk would or do. My experience of many years doing implementations taught me that sales need to go better, otherwise the poor implementation consultants ultimately pick up the gaps later. That £200k could quite easily increase by a factor of ten, depending what was missed.

Costs should always be assessed and compared over the full contracted project life, typically five, maybe ten or more years these days. It’s a level playing field then for all.

Factor in all database licences, Cloud instances (you know, Live, Train, Test etc), additional software (MDM managers and security solutions) or hardware (tablets, laptops, workstations etc), from the very start.

Contracts are important and far too many projects I have reviewed, started with a poorly constructed one, or something I can recognise as a suppliers original, with little or no clarifications / alterations. In the instance of one client I worked with, a 108 page supplier contract had just been signed / countersigned at the bottom, committing that organisation to a five year minimum cost of over £700k, even if no solution was ever implemented or goes live. I was told the ICT director had ‘just signed it’, as it looked quite large and complicated. It was not balanced in favour of a more even relationship between client & supplier, even though the proposed product was just freshly released.

Which brings me on to another key area. Are we contracting to established and proven product? Does the solution exist at all, or is it just a ‘wire frame’ or cosmetic prototype? Are there any other live users, utilising it in the manner we expect to? If not, expect high risk, of to be perhaps footing the bill later, to make the solution work or finish it for your needs.

Risk is the third factor in what I would call the ‘holy trinity’ of procurement, together with well specified requirements and accurate cost. If your organisation has a relaxed attitude to risk, IE cost could be three times or more expensive or take 3-5 times longer than expected, a more relaxed approach could be taken. If like most Local Authorities, Councils or squeezed Social Housing providers, there is a pretty fixed budget and its absolutely needed live in x months, due diligence needs to fierce. Contract penalties need to be writ’ large.

So lets imagine we have our preferred supplier, suitable product and tight contract. There is plenty that can go wrong over an 18 month project. Client or supplier could resource it badly, both need to get that right, with my preference finding ways to get the A-Team involved. Quality and experienced staff, support better outcomes, go-lives and future system/process transformation.

Extended implementations are more costly and delay realisation of expected benefits.

While all projects can be expected to encounter some change control, that strong spec mentioned earlier, helps control what comes up and what’s valid. Where good contract and specifications have been available, over the last decade I have probably saved clients getting on for £1m in total, in rejected change control. Much of it due to supplier disconnect between sale and implementation, rather than sharp practice.

One last thought, keep your project focused. While this is a challenging prospect over perhaps an 18-24 month project, try hard to stay fixated on achieving original project outcomes. Understand when projects are drifting and challenge suppliers and your own team quickly, to keep on track.

While this has been a bit of a whistle stop tour of this subject, I hope its helpful to organisations considering or embarking on a new COTS implementation project. Comments or questions welcome – feel free to get in touch!

If we at Acutance Consulting can help your organisation with data issues,

please just get in touch, for a friendly chat over a Jaffa Cake & a coffee ☕😋.

Catch the blog monthly archive at
https://soundcloud.com/housingitguy/

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Television – Friction.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

Access a quick list of our Social Housing ICT blog posts here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

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Wednesday 11 January 2023

Light Specific Data

If you do the Twitter thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

I remember many years ago reading VS Naipaul’s “A house for Mr Biswas”. It’s a recognised classic, a tale of a Hindu Indian with a small disability, trying to fit in the community of rural Trinidad and Tobago. I recommend it, a brilliant and insightful book, that was acclaimed world-wide.

Early in the novel, Mr Biswas sets out to acquire a home library to appear well-read and intelligent. To do so, he orders x feet of book. He doesn’t particularly care what the books are, but he builds a library for himself.

The character collects books like many organisations collect data.

I have met many people in organisations, who are more focussed at time on the quantity of data we have, rather than the quality of it. Often its very burdensome to look too deeply into our data. Its expensive and often irritating to have to fix it. No wonder many obsess about the abstract concept of big data, most of us have not actually cracked small data yet.

I have met many ICT and data professionals, who have tried to make improving data quality their aim. Personally I have been there myself, creating exception reports and generating automated prompts, in order to flag up issues to staff before they become much bigger data problems. They like me I think were all universally hated, and referred to at times, to be the data police! It’s a moniker I can live with, and deep down I know good quality data, leads to better decisions.

How often do you and your organisation question your data quality? Only on one occasion in my career, have I seen an organisation underline the importance of data to staff on a full day of presentations. Everyone should try it.

How often in particular, are staff involved in :-

Inaccurate data
Incomplete data. If data is incomplete, organisations may make decisions based on a false understanding of the situation.
Outdated data: If data is not kept up-to-date, organisations may make decisions based on out of date information. This can lead to missed opportunities or a failure to identify new trends
Lack of data standardization: Poor data quality can also be caused by a lack of data standardization, which makes it difficult to compare and combine data from different sources. This can lead to confusion and mistakes in decision making.
Inconsistency in data: Inconsistency in data can lead to difficultly in tracking progress and identifying areas for improvement, which can lead to poor decision making.

Lets think now about the last time you spotted a data anomaly.

I have discovered many when migrating data from one system to another. Often systems are patched historically and data left incorrect in-situ. Data migrations do tend to flush a lot of this out. One example I saw around this involved car-port assets that were thought deleted seven years back. We had to reinstate them as historic data referred and related to them. Watch out for this yourself.

Another lovely data story I remember was from a West Midlands socialhousing landlord. I cannot actually remember what I was on-site doing, but I was asked if I could do my client a favour. I try to be a helpful bloke, so yes, I would always try my best to help, even if it caused me to miss my lunch!

What they were looking to do is mailshot/SMS txt all their live tenants over the age of 65. Quite an easy query in most integrated housing systems, (if you can avoid any Mr Void’s in one particular one, I am not so rude to highlight – but you guys know who you are!). My SQL query was soon done and its results dropped into Excel. (Not a database itself, before you ask!).

Now many people would have surely stopped there, passed the list and maybe the query on and cracked on with my lunch BLT. Being me I just thought I would check the sensibility of what was being pulled out, based on Dates of Birth. It was then that I wondered if I had made a serious scientific discovery, or was just looking at some dodgy data. I discovered that over a hundred of their tenants were over 1,000 years old. Digging further, they all lived in a place called Tipton.

I had never been to Tipton at that point, and wondered if it might be one of those types of communities you read about in Japanese islands or Southern Greece, for extraordinary life expectancy. Since then I have visited Mad O'Rourke's Pie Factory, in Hurst Ln (on my birthday actually, a few years back and it was bostin, although thankfully not the 4lb Desperate Dan Cow pie), so I was in no doubt that life expectancy, could well be nearer the west Midlands average in Tipton town.

The sad truth was that the DOBs were habitually entered incorrectly in the RSLs old Tipton Office, and never challenged or corrected. So I had to cancel David Attenborough and the film crew, it was just sh*t data, that could be easily corrected by a temp.

Its not just old people with poor data that we need to concern ourselves with, the young-uns can be problematic too. At another big West Midlands RSL, I looked into a problem with residents being button-holed by DLO staff to provide satisfaction feedback, but it was often residents still of school age. A great story for the Wolverhampton based Express & Star, although on investigation a lot of resident data was being incorrectly recorded, including tenant ages (defaulting to 0, as DOB could be entered as today) and the wrong household member being flagged as the ‘main’ resident.

Once pinned down to a couple of housing staff requiring some training, plus a regular report to flag them to fix them all, the problem was no more. In this last case, the problem was causing the DLO issues, and had a source right back when the tenancy was set up. Be aware of this type of thing. Often one dept needs to ‘take one’, for the wider team, which isn’t always an easy sell.

Anyway, the thought I would like to leave you with, is that we all need to really doubt all our data, all the time. Take ownership of it and how it should be fixed. Then keep fixing it!

At some point, being aware of the above and putting this into practice, your data will take you and your tenants to a better future.

If we at Acutance Consulting can help your organisation with data issues,

please just get in touch, for a friendly chat over a brew & a macaroon ☕😋.

Catch the blog monthly archive at
https://soundcloud.com/housingitguy/

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Hawkwind - Light Specific Data.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

Access a quick list of our Social Housing ICT blog posts here