Watched an interview with Ilkka Raiskinen, Senior Vice President, Context, Advertising & Emerging Markets, for Nokia this morning. Discussion centred around Innovation.
Nokia have targets for innovation – eg certain employees have to meet targets for patent applications. He said that often shocks were needed to promote innovation - for example the iPhone in terms of handset design - and they can come from inside and outside “Nothing energises you more than a tough competitor”
In order to be a successful, innovative company, good portfolio management is needed to balance the high risk, high reward initiatives with the cash cows.
Sometimes innovative ideas have to wait for a demand in the market before they can be implemented. For example, Nokia had working on navigation for 10 years, but had to wait for the right time before deploying it - cost of sets to come down, and customer demand ie using them in cars.
He gave a demo of a Nokia phone knowing where you were, bringing up a map, finding the nearest pizza company, being able to dial the number and showing you a satellite image. All very clever, but the iPhones's been doing it for a while. His point was that this sort of application needed lots of partnering, and that most innovation was collaborative. and about partnering. Lot of IP and technology behind it not visible to consumers.
He was asked whether there was a role for open source in the commercial world, and he thought there was - especailly where you needed to bridge over multiple companies. and when you needed to make rapid changes.
In terms of taking risk - he quoted his grandparent who said, if the boat's not squeaking, it's not moving.
Finally he was asked how you stop good people leaving the company - his reply - "put the company HQ in Finland and if they join you you know they're serious….."
Good chat - enjoyed it.
Wednesday, 14 May 2008
Tuesday continued
I was lucky to have two one-to-one sessions with Gartner analysts during the afternoon. First was to discuss mobile support - particularly how to support the multitude of devices students have, and how to support staff who have to travel abroad and therefore have relatively special needs. The latter is especially a problem in areas where data coverage isn't good or where our carriers don't have agreements with network providers. Lots of good ideas for a strategy which I hadn't thuought of before. The next was to discuss matters relating to higher education, and we spent a lot of time discussing the future of eLearning systems. This was prompted by the merger of Blackboard and WebCT, and the increasing number of institutions looking at open source eLearning products - especially Moodle.
Final couple of sessions of the day were on Unified Communications - bringing together your voice platform with email, IM, video conferencing etc. Again, a lot of importance being placed on context and intelligent notification systems.
It would be difficult to get away with a whole day without a mention of Digital Natives, and I went to a session on how the current generation of students will affect the workforce and how organisations might need to change. It's a commonly held assumption that this generation understand technology more than us - but they don't, they just use it more. They see technology as just stuff - they happily play with it and don't need to read manuals, and will make it work for them, but they don't know how it works, and can't fix it if it breaks. This session was intended to educate people about the sorts of technology in use - social networking Web2.0 type stuff, but in Universities we're fairly familiar with it, and I didn't particularly learn anything.
Final couple of sessions of the day were on Unified Communications - bringing together your voice platform with email, IM, video conferencing etc. Again, a lot of importance being placed on context and intelligent notification systems.
It would be difficult to get away with a whole day without a mention of Digital Natives, and I went to a session on how the current generation of students will affect the workforce and how organisations might need to change. It's a commonly held assumption that this generation understand technology more than us - but they don't, they just use it more. They see technology as just stuff - they happily play with it and don't need to read manuals, and will make it work for them, but they don't know how it works, and can't fix it if it breaks. This session was intended to educate people about the sorts of technology in use - social networking Web2.0 type stuff, but in Universities we're fairly familiar with it, and I didn't particularly learn anything.
Tuesday, 13 May 2008
Opening keynotes
Well, first proper day of Symposium is nearly over, and I've got half an hour before my final one-to-one analyst session - so I'm taking the opportunity to sit in the sun and write this. It's been a busy day, and as usual I'm feeling a combination of enthused and knackered.
Opening keynote was about the emerging trends that Gartner think that we should be addressing - this session is always very upbeat and stage managed - lots of music, slides, lights and dramatic statements - but it set the scene well. Key themes were:
Globalise - key developing areas are India and China. Thats where the workforce is, and the markets
Connect - context is going to be all important in connectivity. WYNIWYG - what you need is what you get. Network intelligence will be utilised - far more than presence awareness. The network knows about your present state and can anticipate your future state.
Eg calendar knows you have an appointment. Sat nav knows where. Phone knows contact details, document management system has papers.... put it all together.
Socialise - the most transformational movement today is the socialisation of technology.
The market value of Facebook is more than Marks and Spencer. Plentyoffish.com – a dating site has 2.5m visitors month and makes 10m dollars per year. It has 1.5 employees - how do we compete in this kind of productivity? Need to look at turning your customers into a sales force, marketing team, helpdesk.
Industrialise - utilise the power of cloud computing.
Advance - learn to take risks instead of avoiding them all the time
Second session was another big keynote - Why IT Leaders place IT Strategy before Business Strategy - excellent presentation from the entertaining Andy Kyte. It was all about Asset mangement - assets being everything under the IT department's control - people, processes, hardware, software, services. He talked a lot about systems that we sometimes refer to as legacy systems. he had two definitions of legacy - something that works (if it didn't work you wouldn't still be running it), or something that was here before I was appointed! His view was that we shold adopt a life cycle approach to these systems - take a 7 year look at them - identify areas for development and improvement. An IT Strategy is a process -not a project, and IT managers need to become asset managers, not an expense manager. Portfolio management – need portfolio strategies to clean up, reduce dependencies, simplify and reduce complexity.
Accept that you can't make everyone happy. I liked this next bit - Governance creates options but management decides.
Opening keynote was about the emerging trends that Gartner think that we should be addressing - this session is always very upbeat and stage managed - lots of music, slides, lights and dramatic statements - but it set the scene well. Key themes were:
Globalise - key developing areas are India and China. Thats where the workforce is, and the markets
Connect - context is going to be all important in connectivity. WYNIWYG - what you need is what you get. Network intelligence will be utilised - far more than presence awareness. The network knows about your present state and can anticipate your future state.
Eg calendar knows you have an appointment. Sat nav knows where. Phone knows contact details, document management system has papers.... put it all together.
Socialise - the most transformational movement today is the socialisation of technology.
The market value of Facebook is more than Marks and Spencer. Plentyoffish.com – a dating site has 2.5m visitors month and makes 10m dollars per year. It has 1.5 employees - how do we compete in this kind of productivity? Need to look at turning your customers into a sales force, marketing team, helpdesk.
Industrialise - utilise the power of cloud computing.
Advance - learn to take risks instead of avoiding them all the time
Second session was another big keynote - Why IT Leaders place IT Strategy before Business Strategy - excellent presentation from the entertaining Andy Kyte. It was all about Asset mangement - assets being everything under the IT department's control - people, processes, hardware, software, services. He talked a lot about systems that we sometimes refer to as legacy systems. he had two definitions of legacy - something that works (if it didn't work you wouldn't still be running it), or something that was here before I was appointed! His view was that we shold adopt a life cycle approach to these systems - take a 7 year look at them - identify areas for development and improvement. An IT Strategy is a process -not a project, and IT managers need to become asset managers, not an expense manager. Portfolio management – need portfolio strategies to clean up, reduce dependencies, simplify and reduce complexity.
Accept that you can't make everyone happy. I liked this next bit - Governance creates options but management decides.
Dangerous side effects of pigeon poo
A word of warning for anyone visiting Barcelona - leave credit cards, passport in the hotel, and keep hold of your wallet and handbag. Pickpocketing is rife. A fairly standard scam that gets many people is the sudden realisation that a bird has crapped on you. Well - it hasn't - someone has thrown a white mixture of stuff on you. A helpful person then appears, full of concern, and conveniently armed with a wad of tissues and begins to clean you up - usually moving you into a doorway or somewhere away from the street. Magically, after you have been seriously cleaned up, your wallet has gone, or your bag has been rifled. Happened to two people with us yesterday - one realised what was happening and got away, the other didn't and had his wallet nicked. Unluckily the latter person happened to be Stuart, my husband! As one of our Assistant Directors said this morning - "Send him home - a man without a wallet is useless".
HE Day - part 3
Green IT - excellent session. So much information I can only reflect some of it - most of the time I was too interested to take notes!
What's the problem? Mainly CO2 emissions. Must be cut by 60 – 80% by 2050. Kyoto recommendations come nowhere near this. Cuts can’t be made by changes on supplier side ie on power generation - there must be a cut in demand. A low carbon economy will not be business as usual!
ICT accounts for c2% of carbon emissions same as aviation industry - but, there are lots of inefficiencies so savings are possible. IT will also assist in reducing demnd in other areas.
How is the 2% made up?
Printing 6% (NB Printing not printers – ie paper )
LAN and office telecoms 7% - look at power consumption of boxes, switches etc, don’t put in capacity until you need it
Mobile telecoms 9%
Fixed line 15%
Servers 23% includes cooling
PCs, monitors 39%
Focus should be on PCs, servers and printing
Ewaste - Fastest growing waste stream on the planet. 460k pPC come to end of their life every day. 550m mobile phones will be replaced this year - only 5-10% will be reused.
Need a recycling policy.
Think life cycle - for the embodied energy of a PC, 80% is in its manufacture and distribution and only 20% in its use.
Some suggested actions:
Define a policy and strategy
Start measuring and analysing
Green the staff – it’s mostly a behavourial challenge
Life life on the edge – dare to switch things off
Begin the journey from always on to always available
Take out all machines not doing anything in data centre
Consider energy at every decision level.
Take a holistic approach to reducing IT cooling and power loads
Print less - educate staff, enforce duplex printing, drop banner pages
Green procurement - look at environmental assessments of vendors
Create asset dispostion policy
HE day was very good. finished off with a meal at a restuarant on the mountain - Montjuc - with fantastic views over the City. There were firework displays going off everywhere because it was a bank holiday - but no-one could tell us what the holiday was!
HE Day continued
Rest of conference blogging will probably be in note form - unless I get much free time - doubtful as I'm in sessions from 9 till 6 everyday, and with some one-to-one sessions with analysts as well! At least the sun has come out today.
Future of eLearning
Lots of Gartner survey data - 50% of courses delivered by elearning in some form – no increase over last year although increases noted in all previous years - has plateau been reached? Top two reasons for using eLearning are meeting student demand and pedagogical advantage – has moved to top. Previously top two were cost savings and generating revenue.
Another trend is OSS – huge increase – up to 35% now – 10% increase from last year.
But commercial software still used to deliver most courses ie lot of institutions trying out open source software - influenced by Blackboard/WebCT merger. Moodle being considered by 53% of institutions in EMEA compared to 23% in North America.
Have to consider changing students – growth in consumer devices, social software, virtual worlds, gaming. In 2000 the producers were in charge – controlled distribution, production, marketing. Not today – consumer are in charge – cheap production tools, multiple channels, new methods of discovery, viral and social networks.
Social networks -Myspace has 65m users with 1% yearly growth. Facebook has 28m users but 77% yearly growth. Can't ignore the gaming experiecce – look at what’s happening in online games. There are 77m World of Warcraft players - more than golf players!
Changing teaching – Is there a place for social software and virtual worlds in teaching?
Should social software/elearing platforms be combined?
Look at Peace Innovation on Facebook, a Stanford University course. You can see documents, videos, share files, and discuss the material. None of it delivered by the central IT service - so how can we add value? University of Mitchigan provides ther library search through Facebook, because that’s where their students are.
Virtual worlds - a demo of teaching applications in Second Life - Chemistry simulations, Genome island, Anatomical models, Clinical simulations.
Changing technology – change in sourcing options. Application overlap – course management systems, student information systems, library systems, CMS and repositories, CRM all have functionality which overlaps.
Notes to self! Must look at Second Life, ( should we buy an Island?), iGoogle (are our students using it?), RSS feeds to get info to students via Facebook etc (eg info from plasma screens, especaily PC availability).
Future of eLearning
Lots of Gartner survey data - 50% of courses delivered by elearning in some form – no increase over last year although increases noted in all previous years - has plateau been reached? Top two reasons for using eLearning are meeting student demand and pedagogical advantage – has moved to top. Previously top two were cost savings and generating revenue.
Another trend is OSS – huge increase – up to 35% now – 10% increase from last year.
But commercial software still used to deliver most courses ie lot of institutions trying out open source software - influenced by Blackboard/WebCT merger. Moodle being considered by 53% of institutions in EMEA compared to 23% in North America.
Have to consider changing students – growth in consumer devices, social software, virtual worlds, gaming. In 2000 the producers were in charge – controlled distribution, production, marketing. Not today – consumer are in charge – cheap production tools, multiple channels, new methods of discovery, viral and social networks.
Social networks -Myspace has 65m users with 1% yearly growth. Facebook has 28m users but 77% yearly growth. Can't ignore the gaming experiecce – look at what’s happening in online games. There are 77m World of Warcraft players - more than golf players!
Changing teaching – Is there a place for social software and virtual worlds in teaching?
Should social software/elearing platforms be combined?
Look at Peace Innovation on Facebook, a Stanford University course. You can see documents, videos, share files, and discuss the material. None of it delivered by the central IT service - so how can we add value? University of Mitchigan provides ther library search through Facebook, because that’s where their students are.
Virtual worlds - a demo of teaching applications in Second Life - Chemistry simulations, Genome island, Anatomical models, Clinical simulations.
Changing technology – change in sourcing options. Application overlap – course management systems, student information systems, library systems, CMS and repositories, CRM all have functionality which overlaps.
Notes to self! Must look at Second Life, ( should we buy an Island?), iGoogle (are our students using it?), RSS feeds to get info to students via Facebook etc (eg info from plasma screens, especaily PC availability).
Monday, 12 May 2008
HE Day
Good session on service management - some thoughts jotted down during it - in note form as I'm still in the sessions:
Why would you run IS as a business?
External competition – it's a generally held view that a monopolistic organisation must be more inefficient than one that has competition! Therefore there is a perception there must be better services outside the organisation.
Most IS organisations are funded to supply core services – one size fits all – finite funding – demand perpetually exceeds supply! Only recourse is to say no – not a good way to win friends and influence people – so we often say yes and struggle to deliver.
Value – what have IT ever done for us? Why am I spending so much money on IT? – need to be able to answer these questions
First thing to do is look at the market – your customers. They have needs – you have to address them. But first you need to know what your services are - need to be explicit and understand the services.
Then look at processes – these are the ways we deliver services.
Services and proceses are not the same thing!
Cannot optimise what you don’t understand, which is not explicit.
ITIL etc is good, but understand their limitations.
Stop being a victim! Step up.
Bring perceptions in line with reality
Understand what you’re good at, and what not good at. Maybe source some stuff elsewhere?
What is a service – it’s an action not a thing!!! Software applications are not services. Processes are not services. People are not services. Put them together to deliver benefit to a customer. Describe services in terms of a benefit.
A well positioned service portfolio which describes who you are and why you exist and–why a customer should use you is a valuable tool which can help you establish credibility in the organisation.
A service portfolio and a service catelogue are different. The portfolio is targeted at senior management (ie the people who pay the salary bill!). A catelogue is targeted at people who use the services - the customers.
Start with the portfolio and move down to catelogue – top down - not hte other way round.
When benchmarking, benchmark to the competition. Don’t compare to yourself to other HE IT organisations – you'll just be seen as comparing yourself to other non credible organisations!
Get some of basics right – eg start by implementing ITIL.
Take a few processes at a time. Slow incremental change is better than a big bang.
Not a one to one relationship between processes and services - will have many more processes than services. Need to map processes to services. Can see which processes are core. Which ones need to be optimised. And which ones if you change, might change other services.
A profit and loss statement for services is also a useful tool. "If I was to charge at or near market rates for my services, would I cover my costs?"
Can put a value on your services. Measures expenditure the organisation has avoided by you being good at what you do.
Don’t have to actually charge – but can say if we were charging you, this is how much it would cost.
Why would you run IS as a business?
External competition – it's a generally held view that a monopolistic organisation must be more inefficient than one that has competition! Therefore there is a perception there must be better services outside the organisation.
Most IS organisations are funded to supply core services – one size fits all – finite funding – demand perpetually exceeds supply! Only recourse is to say no – not a good way to win friends and influence people – so we often say yes and struggle to deliver.
Value – what have IT ever done for us? Why am I spending so much money on IT? – need to be able to answer these questions
First thing to do is look at the market – your customers. They have needs – you have to address them. But first you need to know what your services are - need to be explicit and understand the services.
Then look at processes – these are the ways we deliver services.
Services and proceses are not the same thing!
Cannot optimise what you don’t understand, which is not explicit.
ITIL etc is good, but understand their limitations.
Stop being a victim! Step up.
Bring perceptions in line with reality
Understand what you’re good at, and what not good at. Maybe source some stuff elsewhere?
What is a service – it’s an action not a thing!!! Software applications are not services. Processes are not services. People are not services. Put them together to deliver benefit to a customer. Describe services in terms of a benefit.
A well positioned service portfolio which describes who you are and why you exist and–why a customer should use you is a valuable tool which can help you establish credibility in the organisation.
A service portfolio and a service catelogue are different. The portfolio is targeted at senior management (ie the people who pay the salary bill!). A catelogue is targeted at people who use the services - the customers.
Start with the portfolio and move down to catelogue – top down - not hte other way round.
When benchmarking, benchmark to the competition. Don’t compare to yourself to other HE IT organisations – you'll just be seen as comparing yourself to other non credible organisations!
Get some of basics right – eg start by implementing ITIL.
Take a few processes at a time. Slow incremental change is better than a big bang.
Not a one to one relationship between processes and services - will have many more processes than services. Need to map processes to services. Can see which processes are core. Which ones need to be optimised. And which ones if you change, might change other services.
A profit and loss statement for services is also a useful tool. "If I was to charge at or near market rates for my services, would I cover my costs?"
Can put a value on your services. Measures expenditure the organisation has avoided by you being good at what you do.
Don’t have to actually charge – but can say if we were charging you, this is how much it would cost.
Sunday, 11 May 2008
Barcelona in the rain
In Barcelona at the moment for the Gartner IT Expo Conference. I always enjoy the Gartner conferences - it's a chance to meet with IT professionals from across all sectors, and listen to sessions which aren't directed specifically at HE. The only exception is tomorrow when we have a specific HE day. Barcelona is a beautiful city, but I'm used to seeing it bathed in sunshine. it's t
herefore a shock to rain lashing down - especially when it's so warm at home! Never mind - it has steadily improved, and I did get to have my favourite lunch of p'am tomaquet (lightly toasted bread rubbed with garlic and tomato and dribbled with olive oil, iberian ham and beer! Walked miles this afternoon, and saw the usual street entertainers on the Ramblas, including a girl blowing huge multi-coloured bubbles. networking dinner tonight with the rest of the UK delegates, and then the first session starts early tomorrow. Will blog about the best ones - there's far to many to write about them all.
Thursday, 8 May 2008
Browsers
There's an interesting post on the BBC Technology blog about browsers and how they make money. It states that Firefox is approaching a 30% market share. I thought I'd have a look at the stats of people reading this blog - you might find them interesting.
53% of visitors use Firefox, 43% IE, and 3% Safari.
75% use Windows, 21% MacOS, 3% Linux
43% of Windows users use Firefox
The most common search term for people finding this blog is "iceberg news"!
53% of visitors use Firefox, 43% IE, and 3% Safari.
75% use Windows, 21% MacOS, 3% Linux
43% of Windows users use Firefox
The most common search term for people finding this blog is "iceberg news"!
Incident management
We discussed the new incident handling procedures at this morning's Executive Meeting. These go live next Monday, and will change the way we handle all types of incident affecting our services - whether planned maintenance or unscheduled interruptions. Different levels of incident have been identified, and they will be dealt with appropriately. One big change will be the way we communicate with users, doing away for example with our famous "cics-faults" mailing list which has been used to notify the University of faults and problems. This will now be restricted to internal departmental communication only and external communication will be handled by our Customer Services and Communications team using their communications toolkit.
This afternoon we discussed or response to bigger incidents as we began the process of reviewing our Business Continuity Plan, especially the comms aspects of it, and the way we make up to date information available in the event of a loss of the network for example. This includes how we make sure that all of our information is available to use other than from networked devices - we already have hard copy and memory sticks but we need to revisit the process for keeping these up to date.
This afternoon we discussed or response to bigger incidents as we began the process of reviewing our Business Continuity Plan, especially the comms aspects of it, and the way we make up to date information available in the event of a loss of the network for example. This includes how we make sure that all of our information is available to use other than from networked devices - we already have hard copy and memory sticks but we need to revisit the process for keeping these up to date.
Wednesday, 7 May 2008
Service Quality Team
Service Quality Team this morning - this is the body that oversees our Service Level Agreement. Interesting meeting - two of our SLAs looked at in depth today - Room Bookings and Car Parking. Always good topics to stir up a bit of emotion! Lots of praise for how we carry out duties in these areas, but a lot of comments on policy which I will need to follow up.
We also looked at how we convey news about our services and SLA compliance to staff - currently we have a number of web pages which we need to look at bringing together including our service status page and our compliance page for example. We also talked about the way we consult staff about our services and carry out mini surveys - the results of the latest two can be seen here.
This afternoon we met colleagues from Leeds University - it's always good to talk to colleagues about issues, particularly to share what we do and how we might work together. We talked about collaborating particularly on issues relating to our SAP implementations. Watch out for some half day sessions where our SAP staff get together with Leeds and Newcastle.
We also looked at how we convey news about our services and SLA compliance to staff - currently we have a number of web pages which we need to look at bringing together including our service status page and our compliance page for example. We also talked about the way we consult staff about our services and carry out mini surveys - the results of the latest two can be seen here.
This afternoon we met colleagues from Leeds University - it's always good to talk to colleagues about issues, particularly to share what we do and how we might work together. We talked about collaborating particularly on issues relating to our SAP implementations. Watch out for some half day sessions where our SAP staff get together with Leeds and Newcastle.
Monday, 5 May 2008
RIP JSP
Just over a week ago I got the very sad news that John Padley, Registrar of the University from 1982 to 1998 had died suddenly, and on Friday I went to his funeral. It was a very moving occasion, with many people there from Sheffield, and two beautiful and emotional readings from his daughters.
John is the reason I am where I am, and doing what I do now. He gave me my first job in 1983 when he appointed me to an administrative assistant post, and I didn't even know what the administration did. He encouraged me to move jobs several times - I didn't stay in any more than 2 years - to build up my experience in different areas. He had the confidence in me to appoint me to a senior post in the Faculty of Medicine, and then to help me form the current department and appoint me to this job. He delighted in developing staff, and made a habit of appointing young people who he knew had the skills, even if they didn't have the experience. He was a real mover and shaker, and completely changed the image of the University. He was also incredibly bright - a quick skim of a paper I'd spent days writing, and he understood the key points and knew what needed to be done. He was inspirational to me, and the reason I stayed in University Admin, and in Sheffield, for so long.
He was a good friend as well as a work colleague - I remember him and his wife Meg being the first to arrive at my house with a bunch of flowers and a bottle of champagne after the birth of both my children. I am stunned and saddened by his untimely death - he retired ten years ago, and should have spent many more years with his family and grandchildren.
Thursday, 1 May 2008
Risks, auditors and students
Yesterday could have been a stressful day - in the morning I was in front of the Risk Management committee, presenting our departmental risk register and explaining what measures we were taking to mitigate the risks, and what action we would take if any of them happened. We've had a fair number of practices at dealing with power cuts, but so far haven't had to deal with some of the other physical ones including floods, fires, gas leaks, and high pressure steam leaks from the Sheffield Heat and Power pipes! Viruses an other security incidents remain high on our radar, but there are many people related risk - such as key staff leaving especially in some areas where specialist expertise is spread relatively thin. I think maybe I should find out if there's a departmental lottery syndicate and join it...
I the afternoon it was another scrutiny committee - Audit Committee - a recent audit had come up with a "Grade 1" recommendation, and the head of department is therefore summoned to explain themselves. It was a SAP end to end audit, and the meeting actually went very well, and they seemed to accept our explanations.
In the middle of appearing before these two committees, I had a pleasant lunchtime visiting epiGenesys - a student spin out. It's a software company using computer science students and graduates, and they had some interesting projects on show. The one perhaps of most interest to us was a student feedback or quiz system which used students own mobile phones to transmit the feedback or answer in real time using bluetooth. It was good to talk to the computer science students, and made me realise that perhaps we don't have enough interaction with them - we could certainly share our experience of running production systems and services with them, and the difficulties faced by taking small scale projects and turning them into enterprise solutions.
I the afternoon it was another scrutiny committee - Audit Committee - a recent audit had come up with a "Grade 1" recommendation, and the head of department is therefore summoned to explain themselves. It was a SAP end to end audit, and the meeting actually went very well, and they seemed to accept our explanations.
In the middle of appearing before these two committees, I had a pleasant lunchtime visiting epiGenesys - a student spin out. It's a software company using computer science students and graduates, and they had some interesting projects on show. The one perhaps of most interest to us was a student feedback or quiz system which used students own mobile phones to transmit the feedback or answer in real time using bluetooth. It was good to talk to the computer science students, and made me realise that perhaps we don't have enough interaction with them - we could certainly share our experience of running production systems and services with them, and the difficulties faced by taking small scale projects and turning them into enterprise solutions.
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