ODonnell Golf

Odonnell Golf by Dave Cully

3 types of Golf Game : Putting , Short Game , Long Game

1. Don’t move your legs
2. Make sure your feet are square to your shoulders
3. Eyes over the ball (Drop a ball from between your eyebrows and it should hit the other)
4. Shoulders move not wrists
5. Same distance back and forward
6. Read the ground (is it falling side to side or up/downhill or wet)

 

Short Game – Chipping Game

 

1. Hands slightly ahead of the ball
2. Left Foot back
3. Equal way forward and backward swing = follow through
4. Weight on the balls of your feet
5. Don’t focus on the target (the pin) focus on where you want the ball to first land.
6. Move hips
7. For practice shots – put the ball on high grass

 

Long Game

1. Chin Up
2. Two Knuckles
3. Hollow in the back
4. Bum out
5. Feet apart

 

DublinKildareLogistics

Silver Dawn

http://silverdawntravel.com/fares.htm

Kildare Market Sq. 07:15   – arrive Leeson St 08:35

Leeson St. 5:15 p.m.  = arrive Kildare 6:20pm

Daily Return €12  Weekly Return € 41

 

Busses from Hueston to Stephens Green.

Goto Stop 4413 St Johns Road Heuston Station.

All are opposite St Pats. Side

25a, 25b,  ** leave from Merrion Sq

66x, 67x, 25x

or 51d  goes from the quays somewhere up from OConnell St

These all stop just after the shelbourne….

 

TRAINS From Kildare to Dublin Heuston Date Monday, 4 April 2016

Dep	Arr	Dur. & Chg.
06:02	06:38	0:36  0
06:15	07:00	0:45  0
06:35	07:24	0:49  0
06:49	07:35	0:46  0
06:58	07:40	0:42  0
07:10	07:48	0:38  0
07:17	07:53	0:36  0
07:23	08:01	0:38  0
07:37	08:11	0:34  0
07:56	08:30	0:34  0
08:23	08:57	0:34  0
08:35	09:23	0:48  0
09:28	10:00	0:32  0
09:35	10:24	0:49  0

TRAINS DUBLIN KILDARE

 

Dublin Bikes

http://www.dublinbikes.ie/All-Stations/Station-map?KeyWords=HEUSTON+STATION+%28CENTRAL%29&SearchStationButton.x=19&SearchStationButton.y=18

 

Flourishing Organisations

Maureen Gaffney highlights individuals who flourish as having 4 components in place; A challenge, Connecting with the challenge, High degrees of Independence to make choices on how to address that challenge and lastly Application of their unique skills and competencies in over coming the barriers of the circumstances of the challenge and delivering more desired states. So what does this mean in a flourishing Organisation.

Firstly identifying a challenge must start with agreement on the challenge. People seldom argue with progress per se. Most arguments or disagreement center around what progress is and the way progress improvement is executed. In the past we have had many events to identify stages of progress, Champagne Bottle to launch the boat, Cutting the ribbon on a new building and others at stages of projects. In our modern world, far too often we loose sight of the mile??

Secondly connecting with the challenge involves, people relating to the challenge and committing to do something about it. As such it is necessary to ensure that this challenge earns a space in their portfolio of work, interest and organisational improvement.

Identification of the organisational autonomy brings another question to the fore. This relies on the availability, combination of skills, abilities, finance and resources to initiate change.  Desire without the ability to improve ones own situation inevitably forms its own destruction.

Lastly combining and applying their own individual skills to resolve the matter is a vital test of their individual as well as team skills and abilities to establish progress in the face of stagnant circumstances.

Maureen Gaffneys version of organisational flourishing points to , clarity of vision, its top of organisational mindset prioritization, the ability to attract implementation resources, and enabling individuals and teams to operate at their best levels (while accommodating their weaknesses).

 

 

Science of Management and Leadership

Often said, “politics is the science of people” and “economics is the science of choice”. There are many more examples of the essence of such subject areas, yet both of these raise questions to the science of management and science leadership – to often intertwined issues which in their essence.

I would suggest that Management is the science of Clarity and Consistency, whereas Leadership is the science of challenge and change. Management enables organisations to handle what they do repeatedly over again , with little thought or effort. The routine enables speedy execution and efficient delivery.

Leadership on the other hand, enables challenge identification and successful change engagement to deliver the movement or constellation of events from one state to another desired one. This is all about effectivity.

Over and over again we get many examples of criticism of manager who can’t lead and leaders who cannot manage. While recognizing these are invariably two sides of the same coin, one also has to accept that one seldom finds either of these as isolated disciplines.

Management and leadership, words often interchanged flagrantly, distill in essence opposing stated. Leadership is the key to change and management is the key to consistency and repeat-ability.

DevOps OV

http://itrevolution.com/the-three-ways-principles-underpinning-devops/

The Three Ways: The Principles Underpinning DevOps

By Gene Kim

In this blog post, I talk about the “Three Ways,” which are the principles that all of the DevOps patterns can be derived from, which we’re using in both the  “DevOps Cookbook” and “The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win.”

The 3 ways –

Way 1Dev delievers to ops – Systems thinking

Way 2 Ops Feedbacks to dev – Amplify Feedback Loops

Way 3 Culture of Continual Experimentation and Learning

 

http://dev2ops.org/2010/02/what-is-devops/ Recommended by Itskpetic

http://dev2ops.org/2013/12/how-to-initiate-a-devops-transformation-video/  simplifyops.org  How to do the devops transformations yourself. he gives the steps for it.

http://theagileadmin.com/what-is-devops/ also recommended by devops

 

How to initiate a DevOps Transformation (Video) Damon Edwards

http://dev2ops.org/2013/12/how-to-initiate-a-devops-transformation-video/

TRANSCRIPT GoD

3 Step DevOps Process

Build the why

Rule 1 : DevOps is a bad word – Sets expectations in a wrong space

Rule 2 : there is no other why than the why of the business

Go Ask People

Socialise repeat socialis repeat until you have got a statement

Build the Organisational Alignment

(borrowed from Genes book)

Silos cause organisational misalignment – but they also reenforce it.

Ultimate goal: Develop a common devops vision

Lean drills into you – teach people a way of thinking NOT a process

1. Way 1: See the System
2. Way 1. Focus on the flow – where are the bottlenecks and the problem
3. Way 2 Recognize feedback loops
4. Way 3 Look for continuous improvement opporutnities

Overt Actions

How do you develop an Orgs DevOps Vision?

1. Teach Concepts, Principles. Brown bag events, devops lunches. Etc….getting people on the same page, Single piece flow
2. Getting everyone on the same page – Same vision
   1. Value stream mapping (book:learning to see (lean principles on value mapping)
      1. Building value adding mapping(maps to see the system)
         1. Reads left to right, supplier to customer
         2. Flow of information
         3. Flow of artefacts
      2. Working with the people on the shop floor to build these models.
         1. They say thisis what actually happens

• Turn information flows into artefact flows. (ii and iii map to focus on flow)

 

1. Timeline analysis
   1. Where are we spending our time
2. Waste analysis
   1. Overlayed on value stream mapping to identify different types of waste.
3. ALL OF THESE ARE STOLEN FROM LEAN

3. Develop Metrics Chains (maps to recognise the feedback loops)
   1. What matters to the business
   2. Capability that influences what matters to business
   3. Activity over which an individual can cause/influence outcomes
      1. E.g. 18 year old guy washing dishes on an aircraft carrier. On introduction states, name , where he is from and that his job is to wash dishes hygienically so that the team can win the war on terror
   4. Identify Projects/experiments against baselines (maps to continuous improvement programmes)
   5. Repeat Steps 2 to 4 over again (continuous improvement programme)

Workshops FORMAT

• Get every body in the same room.
  • If there was an action team of 6 from the company this costs 18 man days of senior people time and engagement = 1 man month.
  • Often logistically impossible
  • Focus on value streams and try to activate this.
    • You need either the person who is a keyboard level worker and also one who has an authority.
    • Teach the trainers of the org.
  • Cut down on endless emails and communication management

Then come back 1 month later or a quarter later and do it again.

Continuous Improvement Loops

 

PDCA – Deming, Ono, Womack Blank, etc….

Standard stuff for anyone.

 

Breaking Silos

Way 1 Satiricallly he states “Be the boss, God Superman and break it down – this is a crude method as it requires top level engagement , buy in and risk taking as the org will naturally try to fall back into its oldways,” Culture eats strategy.

Way 2 devOps. – the only way He sees possible. The silos start to crumble on their own.

He says this is highly gratifying to help people, business and yourself.

This often needs to be done in a tactile way! White board, pen and paper way.

Focus on making your bosses boss look good.

 

 

 

SIAM QuickView

SIAM explained GavanOD

SIAM stands for Service Integration and Management

Practices, Model, and approach to manage, govern and coordinate delivery of services from multiple service providers.

Often confused with supplier integration and management (vendor management)

Often confused with sourcing, service and operations management

KEY POINT – sits between Biz/Customer/Consumer relationship mgt and providers (internal and external)

https://www.mindomo.com/mindmap/8352c009d68745c795693893c89b02cd

http://www.mindomo.com/MindomoViewer.swf

It builds on ITIL , not replaces ITIL

It contains things the ITIL does not and is pitched at higher order thinking and practices.

Like ITIL it has a set of capabilities processes, functions, activities, principals but differs in that they are 1 level up in the coordination stack.

SIAM Civil.lockheedmartin.co.uk

Youtube Video  https://www.youtube.com/watch?v=a1o0nNRGIrk

Also known as

• SLAM -Service Level Agreement Model
• Service integration
• Service Portfolio Management
• Enterprise Service Management Centre (ESMC)
• Multi-sourcing
• Future IT Sourcing (FITS)
• The tower model

SIAM aims to :

• achieve efficiencies by commoditising and buying at scale
• achieve optimum effectiveness by procuring services at an enterprise level and delivering them with a common standardised approach
• enable the delivery of innovative ideas and technologies through a mix of different businesses (commitment to SME revenue)
• Meet user demands “better, quicker, cheaper”

How will SIAM help?

• Avoid being reliant on one organisation
• Enable technology excellence
• Deliver best value for money to the business

6% of UK IT is outsourced to a single supplier

44% of UK IT is split between 5+ suppliers

40% of cost can be saved by a “right sourced delivery” mode

SIAM’s Roles

• Service Management
• Providing a robust service desk
• Ensuring collaboration between SIAM and tower providers
• Information security
• Responding to Business Needs
• Continuous Improvement and innovation
• Managing Change
• Managing transition

Roles Your Organisation Should retain

• Governance of the IT service
• Authority
• Escalation
• Policies and Standards
• Enterprise architecture
• Portfolio Management
• Procurement of Suppliers
• Management of Business relationships

Characteristics of Successful SIAM

1. Interaction between the organisation and SIAM provider
2. An established forum with business users to review improvement and innovation proposals
3. Escalation of issues is minimal and appropriate
4. Service requests are effective and informative
5. Customer satisfaction scores and ratings stabilise and then improve

Who is already using SIAM

• NASA
• Metropolitan Police
• International Olympics Committee
• Foreign and Commonwealth office Australia
• Australian government and tax office
• Department of treasury internal revenue service

END

http://www.innovise-esm.com/about-us/esm-blogs/post/341-service-management—forget-the-contracts-service-integration-is-all-about-trust

SIAM takes an integration viewpoint to the ITIL framework; in the diagram below (published by the Cabinet Office¹), the IT department of an organisation is divided into functional blocks by ownership:

• Enterprise Architecture — in-house (outside SIAM scope)
• Programme Management & Governance — in-house (outside SIAM scope)
• Retained Controls — in-house (outside SIAM scope)
• SIAM Services that coordinate and empower Managed / Outsourced Services
• Service Towers / Managed Services — supported by SIAM

SIAM – Das Service Integration Modell im Multiprovider Umfeld

 

10 desired identifiers of professionalism in (Irish) tradespersons

1. Reference objects- e.g. we have done this before – you can talk to these 3-5 existing clients
   1. Or we have something  kind-of similar to this , talk to…. From this aspect and that aspect.
2. Fotos – yes these are simple and save words (and talk time- that is my time)
3. Case Studies : Take it easy now academic researchers! Maybe this is a foto plus 5-10 lines on the specifics of the job. Let is call it a Foto-Plus-Words-A4page instead. A page costs almost free to print and petrol costs more than milk these days. P.s.. We all got free primary education.
4. Ability to measure – bring a measuring tape or spirit level. It can impress.
   1. If you bring a laser level, please know how to switch it on.
5. Ability to define a job as known, unknowns and show stoppers. E.g. I can plaster a standard 3 bed semi in XX days but round walls and vaulted ceilings are more difficult.
6. Beer-mat knowledge of materials needed (please be within 25% + or -)
7. Beer mat knowledge of length of time it takes (Total man hours/days etc)  25% tolerance acceptable.
8. Beer mat knowledge of equipment needed and maybe not supplied by you. Yes I do want to know what I have to organise and pay for etc….
9. Beer mat knowledge of material prices and suppliers of some/all of above. Yes the wholesale/retail/tradesmens prices are all a bit unusual everywhere but don’t loose a job please because you have to sell more “expensive” materials than I could get locally! Donedeal is great if I am informed!!
10. Spec sheets of work carried out. Yes the detail helps at a certain stage and not on the day you begin!!
    1. Perhaps include 2 or 3 (not 20) spec sheets for variety and be able to explain the difference.