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Due to financial restraints and reluctance, as well as to economic differences, the way in which organizations worldwide implement and approach new tech (from the digitization, automation, Big Data, analytics, connectivity, IoT, etc. group) is inconsistent.

For example, we took a look at the random user intercept site survey fielded on ZDNet and TechRepublic, based on European users having voluntarily answered tech-related questions. The results in its first phase (responses in October 2018, coming from 142 qualified users) show very low active IoT initiatives and a low budget allocation for this sector.

Meanwhile, the mainstream experts note that investing in new tech is no longer a luxury, but “essential to keeping your business’s costs down, your profitability up, and your company thriving”.


A glimpse at the IoT-related situation in the European field


Back to the study mentioned above, let’s see a couple of figures:


*42% of the respondents say they have an interest in IoT, but have no active initiatives;

 24% of them say they have a limited number of IoT-related functions in operation;


*1-9% of the respondents mention that 36% of their budget is directly related to their IoT-based initiatives;

 10% say that over 50% or more of their budget is directly related to their IoT-based initiatives


*a maximum of 18% of the respondents list IoT as a top priority in their organization, for various lucrative purposes

*a maximum of 49% of the respondents list IoT as a top 3 priority in their organization (figures vary, depending on purpose)

*51% of the respondents list ensuring the security of IoT network/devices as the top challenge in using IoT in their company, followed by integrating IoT into their proprietary networks and by the learning curves related to the new technology

For those of us who work in B2B it should be easy to compare these with the situation in the field as we know it. Although this study so far provides only partial unrefined results, it clearly shows polarization around certain issues.


A few recommendations for the organizations caught in transition

For those who are interested in new tech, but still are indecisive whether to see it as a luxury or a necessity, the article we found on ReadWrite provides a schematic guidance. Such organizations should consider the following:

  • Quality software should always be the choice, and furthermore the companies should spend money to ensure they have the best technology expertise. Going for doubtful software and no experts is simply self-sabotage.
  • New tech in streamlining business processes is the way to go, since it levels the playing field with your peers, as well as your customers. Predictive maintenance and reducing errors via technology is so this age, that those who are top in their field can’t even conceive functioning without it.
  • A strong relationship with the modern customer means new tech, which makes sure the customer experience is within the modern, expected parameters in the industry.

For more details on how businesses should “integrate new tech into (their) business in a way that cuts (…) costs, increases revenue, or provides more value to (…) customers”, see the source article here.


Leadership, Tech

A study in collaboration with Oxford University provides extra details about IT software projects. The productivity paradox has a simple solution, according to this study. There is no need for stagnation – the customers can enjoy the increasing computer power. The secret stands in proper, timely testing.

Mapping out software projects in layman terms

The source article comes from a company specializing in software testing. Even so, their description applies to every IT project. Usually, teams that include consultants, developers and testers handle such projects. We structure our teams this way.

The scenario presents the client’s representative as “Mr. Requirements”. In their worst case scenario, Mr. Requirements uses its own words to describe the end result. This triggers a series of “meetings, workshops, presentations”. The Analyst prepares for translating the project into universal models. The Developer should receive this translation and know what he has to do.

However, as we mentioned, we are looking at a “what can go wrong, it does” version. The Developer doesn’t understand the current description of the project, either. (Rest assured, at LASTING Software this doesn’t happen, as our employees are in sync). But let’s humor this example – and see where it goes.

The software project unravels to the point where the tester comes in. Too much optimism, lack of strategy or other reasons manage to minimize the tester’s key role in IT projects. Thus, this point is belated in the timeline. Some stages need to repeat themselves, once the tester identifies what went wrong. The better solution means better timing. Involve the tester earlier on, when those stages are taking place for the first time – for great results.


The purpose and the way

The purpose is for the IT Projects to “spend less time; deliver more value for less money”. The way to get this is by making sure all the people involved in the project speak the same language. Standardize communications, train team members to understand each other and coordinate their work. These are mandatory.

A good strategy is yet another important thing. Sometimes the client sees this differently. Some come up with their own management style. This may disrupt the (validated) team practices. From case to case, there is an adjustment process taking place. Depending on how the two sides get on the same page (or not), the project runs more or less efficiently.

In view of those of the above, the article’s authors suggest that the missing link is the tester. Involve testers in the IT projects at the right moment. Here is the low-cost, efficient solution. The key for smooth development, deployments and seamless implementations is here.