Don’t dumb me down!

 There continues to be a fear of the unknown and the misunderstanding across the Australian public service about the internets – which baffles me to be honest.

Agencies continue to block social media websites, cloud based email services, and restrict mobile access during business hours. At the same time the government is pushing for greater innovation, greater mobilisation and capability of staffing, and increased staff performance while seeking to make cost reductions across the breadth of the public service.

The two are one in the same in this modern age. Social media provides the first point of call regardless of the industry for professional development, access to innovation, and in sharing how people work to increase productivity.

As a quick case study, Google + while not a social media site in itself provides a social layer which covers all its services from search through to document sharing and collaboration. The interlinked services include the Google email groups all of which requires access to not just the platform but to a Google account. The service helps tailor search results and improves the breadth of information and opinion provided by adding Web 2.0 functionality. Increasing a person’s ability to undertake a critical analysis of the information being provided.

For example, Tim O’Rielly a prominent person in many ways, including a leader in facilitating discussion, direction, and promotion of modern communications, and open and transparent government uses Google + as a key communication channel for engaging and sharing ideas of the many through an established community which actively engages in frank discussion on the merits and disadvantages of many key concepts attached a public servants work life.

Restricting access to this type of discussion during working hours means federal employees are required to actively engage in these environments during their down time - all the while trying to manage their families, their dogs, the gardening, and everything else which comes from having a life outside of the office. While I think that’s fine for myself, I don’t believe it should be expected of everyone.  

As more and more key representatives access similar services as their communication channel of choice it will be fundamental for public servants to not only have access to but be encouraged to be a part of and monitor the discussions on these platforms as a cheap and effectively method for self-development and idea generation for not only their team but for their agency as a whole.

Beats the hell out of spending $2,500 to send staff along to a workshop to hear other public servants talking about something that they could be getting for free online don’t ya thunk?

In short, government agencies need soundly assess the short term risks which access to these systems pose in comparison to long term benefits which being a part of a global community could provide.

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A focus on data

As time moves on how people access the internet, their files, and use technology is going to drift away from platform centric delivery channels. This evolution has been pivotal in the growth of mobile technologies and we have seen larger shifts by Microsoft and Google to deliver hardware neutral technologies in order to remain relevant in changing face of how people expect to be able to use technology, and perhaps more accurately the internet.

With this is in mind isn’t about time government started to think more strategically about where their priorities should sit, particularly when assessing access to its data? The US and Indian governments are working on a standardised delivery platform for data, Australia is working on data.gov.au and the UK has data.gov.uk. But is this enough or where the focus should remain?

My concern is there is a still a shiny gold star reward approach being taken with data delivery. Into the future platforms and web delivery channels will be dramatically different than those we have today and with the current practice of tailoring data to match platform we are causing both short term and long term problems to deal with.

Short term: Data still remains in a specific format, which needs ongoing management and manipulation in order to evolve over time.

Long term: Data is stagnates in goliath mega legacy systems and we are back to square one with: ‘How do we get our data from A to B now the technology has evolved again?’

So maybe, just maybe, funding should be directed away from the gold star delivery platforms and stronger focus should be placed on:

  • How do we produce, record and store our data so it will be platform and technology neutral into the future?
  • Identifying the issues within government which generate records and data which cannot be easily made machine readable.
  • Looking at the types of data we collect, why we collect it and thinking carefully about what data will benefit a nation over differing periods of time to dictate exactly how it is stored.

Just a couple of thoughts which might need consideration if government is to remain relevant in the delivery and provision of its own data stores.

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When to stop?

Twitter once provided me with an avenue to view, learn, be inspired, and gather information in order to become more knowledgeable. It played in a key role in my development over the last three years, over the last six months it has done nothing but annoy me professionally.

Had this been a one of my projects, I would have assessed the activity after a month and decided serious action had to be taken. Had I reviewed it and found the same issues still following three months inn, I would have reassessed the value and benefits of the project overall and taken appropriate action. Six months in, I probably would have fired myself.

So following this line of command, and rather than continue to be annoyed and uninspired, I have deleted my professional twitter account as it no longer serves a purpose for me.

Hunt me out on Google+ if you want to stay in contact.

Ciao twitter.

Dear Vodafone – Time to pay for your sins

Dear Vodafone,

Over the last 2 months your customer service has gone from frustrating, to extremely efficient, to frustrating. Most of the frustration seems to come from a disconnect between your social media support and your technical helpdesk (on which I have wasted at least two hours of my time – which I understand is considered not alot in comparison with others). Your social media team have been efficient and concise, they address issues on the spot, follow up and ensure your concerns are being addressed.

However, this morning while all of my co-workers are receiving reception I am left looking at a little cross above my reception bar wondering if the $400 in lost pay dealing with your company and months of bad reception is really worth the three months free billing for a service where I am obviously getting what I pay for?

I was told this morning that there was an outage. When I said other people sitting beside me had coverage I was told to restart my phone, as though there wasn’t an outage. Then when I got no coverage again was told that there was outage. Your website indicates that there was a problem yesterday, but no problem today.

So in closing, I am receiving what I am paying for, nothing. I am unable to receive calls from clients, and I am losing money dealing with your unhelpful service desk whose only answer is ‘will have to wait’. In short, I am not paying for a service and you’re still costing me money – I hate to think what your business customers go through.

I think enough is enough. You owe me at least $400 dollars and I want it paid out in charity time to make up for your sins!! My suggestion is the HIV Volunteer Carer program for ACON.

Thanks,

Geoff Mason

#Gov2AU Growing Pains – Rant

 I will keep this short, over the last few months I have noted a couple of key themes which were partially highlighted by Dominic Campbell during his visit to OZ, by James Dellow on similar topics, and were also raised at #govcampact (not sure about #govcampnsw or #gov2qld?).

The key theme of today: Support

It appears that some #gov2au managers feel there was no follow on from the Gov 2 Taskforce recommendations, in that there were no additional supports provided for agencies to implement these activities. I will ignore the fact that there were plenty and go on below as though there weren’t.

My (admittedly hard-line) Response

Please note: I understand some agencies just have an executive which doesn’t want to listen. If this is the case for you, just take the advice in paragraph three and read and understand the last. Alternately get John Sheridan in to talk to them, he really is very convincing.

If you don’t understand how to bid for project funding, how to build a compelling business case to match your industry, how to build relationships to ensure funding, then maybe it’s time you found a new job. As a manager in the online space your job is harder than some others, you have to bring your organisation up to speed, and average managers just don’t cut it.

The internet is now 25 years old and during that time we have moved from command line, to command line interfaces, to data sharing, to websites, to common interactions online. The successful people working in this industry who aren’t complaining understand the internet as a whole and are committed to dragging their organisations into the modern age. It is because of this commitment they are seeing those elusive dollars.

They are taking pro-active steps within their organisations by educating their executive, building strong relationships with key stakeholders, working with business units to identify new ways to perform their jobs, building industry knowledge, conducting critical analysis of their own capability, and being realistic about what will benefit their organisation in the long run. This includes assessing their own capability to be the BUSINESS manager needed to deliver particular types of projects.

Those that are complaining aren’t doing the above, they are hunting for the gold star beside their name, instead of their organisations name. If they were I suspect they wouldn’t be complaining.

We can’t just wait for the current executive to retire and hope the next round will be more understanding. It’s time to take off the training wheels – Would you give thousands of dollars to someone who didn’t undertake the steps necessary to make you want to?

Gov2 is about engagement and collaboration. If you want to be successful at it you can’t just say the mantra, you have to live it – not just externally, but as a proactive approach in how you do and run your business unit.

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A very personal post

These opinions are my own interpretation of what I have read, and my concerns are those of many.

Today I ended my media blackout thanks to an email I received from Getup. Ignoring the source, I was deeply concerned by the content. Concerned enough to, for once be very frank about a side of my life that I am proud of, but I rarely discuss as a topic.

Rebecca Hagelin is a modern day witch hunter in my opinion, based in the US she is associated with a number of extremist right wing Christian groups. Her views rival those of right wing Muslims. Although we call those Muslims terrorists, Rebecca Hagelin was provided with her own podium to promote her extremist views in parliament house this week.

Yesterday Rebecca Hagelin provided Australia with an insight into her beliefs. Rebecca believes she is fighting a war for humanity and if homosexuals should enter the sanctity of marriage it would bring about the end of the human race. In addition Rebecca implied homosexuality is equal to paedophilia, and that should homosexuals be able to marry child molesters would subvert any marriage amendment to formalise their abuse of children.

I have never been a fan of gay marriage, or any marriage for that matter. However Rebecca Hagelin’s language, and the language used by Barnaby Joyce in support of her views have deeper undertones which speak to a specific portion of Australia’s population.

Rebecca’s language was chosen to incite hatred (and potentially violence) against homosexuals and was used specifically to cause anger and generate active fear. Words such as war and aligning homosexuality with paedophilia were used to encourage (enrage even?) distrust and promote old perceptions that paedophilia and homosexuality go hand in hand.

The goal of this approach was to whip up a frenzy of action, not to just sign a petition, but to encourage action against the gay community as a whole.

George Bush was well known for using specific language and double en’tundras within his speeches which spoke directly to right wing Christian groups. Rebecca is using a similar tactic in her attempt to promote fear, and potentially violence against members of the GLBT community.

I strongly encourage anyone reading this to sign the Getup Petition in support of gay marriage. Rebecca Hagelin has made this debate no longer about gay marriage, but about homosexuals being second class citizens and potentially promoting violence against gay people.

Hopefully I am able to use this story to put the real damage of Rebecca Hagelin’s words into perspective.

Imagine a 17 year old girl or boy living in a country town, they are struggling with their sexuality, they have no direct role models to say ‘its ok’, and only have access to main stream media. They already feel out of place and are struggling to understand themselves and their feelings.

Although they have friends, they feel alone and can’t help but think about an extreme option to deal with what they are having trouble understanding.

That kid has little or no chance of making it through with thoughts of ending their life if all they read in the paper and see on the television are the words and face of Rebecca Hagelin.

We need that kid to hear millions of Australian’s signed a petition in support of the gay community in response to a measly 30,000 made by a small extremist majority.

Please sign Getup Petition. It will take 5 minutes and who knows, you could be saving some kids life.

If this post got you thinking, got you to take action, or you just liked it. Please share it with your friends.

Cheers,

@GRMSN

Is 140 characters too short for real engagement?

The polarising effects and affects of the #carbontax have caught my attention recently, but more surprisingly has been where I have read the most coherent arguments.

Twitter has been excruciatingly painful to watch. The 140 character length is just the right size to repeat a leaders one liner in their latest presser, but lacks the length to have or include (f)actual information. In this instance Twitter has become nothing more than another distribution channel for the political media.

On the other hand Facebook which I commonly compare to MySpace in relation to matters of importance, has emerged to be a source of coherent, complex and constructive informative discussion.

With a few more lines available to them, I have seen friends on Facebook describe their perspective on the events and I think that is what is most important to note here. They are talking from their perspective, they aren’t re-tweeting someone, they are writing how they have interpreted the information being pushed at them.

I have seen similar things in relation to #NOTW scandal as well. People discussing its impacts on Facebook. Journalists, media outlets and their supporters crying foul on twitter.

You could almost say the same about large portions of #GOBACKSBS where conversation on Twitter was almost completely one sided for large portions of the showing. Yet on Facebook I had a few friends who felt more comfortable stating different points of few amongst friends, as opposed to facing the barrage of hatred aimed at them should they have said similar things on Twitter.

I am not convinced these are isolated cases. Discussion on twitter can be so easily swayed by anonymous accounts and a quick one liner which doesn’t necessarily represent the whole truth.

This could be the crux of Twitters failure to be a valuable data collection tool. Facebook has some authority because you can assign ownership and link data collected back to a more reliable source.

Perhaps this is where Google + might have gotten it right. They are enabling sharing with those in your network without restriction which also provides authoritative recognisable sources? (In so far as you include those sources in your circles)

Note, I am by no means suggesting any organisation particularly Governments should intrude on a person’s personal network – but perhaps something in between is needed to ensure that when consultations are held, they are done so with higher level of genuity (Urban Dictionary, Def 1) than perhaps Twitter is capable of providing.

Twitter’s concise nature may be the one thing which restricts its growth.

Happy to discuss – but maybe not on twitter.

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What Gov needs to learn from the @Lulzsec releases

@LulzSec have become globally infamous for cracking a number of large databases and their more recent DDoS attacks on American Gov websites.

This morning LulzSec released a large collection (62,000) email addresses and passwords. Some of that data included Australian Government email addresses. Combined with recent release of the #RSA encryption algorithm, which is used heavily by Australian Government departments, crackers don’t even need to worry about spear phishing attacks in order to gain access to potentially sensitive materials.

So what can be done?

Employ the right people

Well for starters greater emphasize should be put on placing Web Specialists in web roles. I can’t count the number of times I have heard about a Government Agency overlooking a web specialists for managerial roles because they are more management material.

Unfortunately, this means managers who are in place are not able or fully equipped to negotiate processes and quality levels which could have major impacts on not only the quality but the safety of citizen data. While I agree communications, policy or even HR type specialists may be great channel owners, they are by no means capable of understanding the full scope of taking a technical direction when delivering a web platform – particularly one which may contain citizen data.

If it was my agency – I would be looking to better empower specialists to veto projects, regardless of timeframes laid down by executives.

Build to best practice

Push it through is a phrase heard all to often by web teams, as is rewarding project managers and directors for propelling a solution through the bureaucracy of best practice within web projects by only adhering to minimum of what needs to be achieved. What I am referring to here, is senior executives and program managers ‘managing’ stakeholders such as security, web specialists and infrastructure staff in order to meet their deadlines in place of delivering a product which actually meets standards.

Over the last 3 months Sony has lost 10 Billion in share worth, potentially millions of data assets and all because they failed to securely code. These hacks didn’t happen through a console, data sniffing, or a failed infrastructure service. A web browser was used to inject bad code into a site which hadn’t been built to the most basic of levels. Yes Sony could have been cracked using a version of Netscape – all they needed was a HTTP tunnel of some form.

This should be particularly embarrassing to Sony as the OWASP guidelines provide clear direction for mitigating such attacks.

Use professional web specialist companies

Unfortunately with the take off 2.0 services and the merging of web teams into communication areas within Government we are seeing a rise in creative companies who hire a front end web developer and call themselves a digital agency.

These companies have strong relationships with existing communication managers who are taking on more web based type activities, and these agencies are leveraging those relationships to land digital work.

This is probably the highest risk that Australian Government agencies are facing in the web sphere. It highlights the lapse in current processes.

Inexperienced, lacking in knowledge management teams with limited understanding of the entire spectrum of the issues which need to be addressed within the web space are being advised by design companies with minimal experience in the digital field.

I would be more than happy to provide a complete list of worthwhile digital agencies who either cater to or reside within Canberra who fully understand the implications of working with citizen and government data.

Let me just say this: I would treat firms who are known for their shiny Mercedes Benz magazine ads as the lowest level – if you want a top notch benchmark I would be looking to a Gruden or ReadingRoom for capable, experienced and knowledgeable digital services.

Happy to discuss.

G

Do Not Do that! #socmed

@QPSMedia’s recent ‘mea culpa’ followed up with @jameskliemt’s question (below) got  me thinking.

“I thought #gov2au agencies were supposed to communicate on SM using natural and culturally appropriate language. #mybad ;)”

Let me premise this with I think the personal attacks which James and other @QPSMedia staff have endured is sickening. I won’t advertise the culprits, you can read James’ tweet-stream to see the abhorrent behaviour.

Should you adapt your language to the environment regardless of the situation?

The logical answer is no. However, I suspect there are a number of Gov 2.0 conference bunnies doing the rounds preaching that you should. Hence why I wrote the below – not as a criticism of @jameskliemt or other @QPSMedia staff.

The purpose of online engagement is to make it an extension of who you are as an organisation – your brand. How you communicate relies heavily on who your target audience is and the surrounding circumstances. The platform from which you preach is only part of the message delivery.

For an organisation, understanding who your audience is and how they want to be spoken to is critical in delivering a great user experience. Understanding if they prefer formal, or have any special considerations such as age, ethnic backgrounds or even political preferences can have dramatic effects on the tone and language which you use when communicating.

So here are five DO NOT‘s to keep you on track:

  • DO NOT engage with trolls. Its just like the real world, you wouldn’t engage an enraged nutter at a press conference, you shouldn’t do it online. If you are forced to, address the issue publicly and not directly.
  • DO NOT slip up. I know it sounds hard-line, maybe even unrealistic, the bottom line is you are a public figure and extension of your brand. Follow a traditional media model if you need to – go through a vetting process for publishing.
  • DO NOT use untrained staff. You don’t ask your mail room staff to respond to incoming mail queries, so don’t ask them respond to online queries (unless you have a trained them how to).
  • DO NOT babble on and on and on and on. People use social media because it provides them with quick insights and links to deeper information. They don’t want to hear a blow by blow of your latest success right there on the spot, nor do they need to read your latest diatribe on how you were wronged.
  • DO NOT use the same language for all situations. Mashable talks one way on their blog, another on twitter, but the language is consistent. Consistency breeds quality, identify how your audience needs to be spoken to and stick to it. @CPOACT does consistency well.

There are lots of do’s and don’ts out there. Ignore the conference bunnies, that’s all they do. And no I don’t practice what I preach – that doesn’t make me wrong.

My advice:

Assess your communication needs using traditional methods, then apply a modern approach to how you communicate.

Feel free to disagree (@grmsn) – I do it all the time.

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Build to outcomes, not to outputs – #openUPD

#openUPD (User Product Design) is a framework which I have had growing in the back of my head for the last few years. It provides a set of general rules which ensure projects are scoped to, and remain focused on delivering outcomes, not outputs.

The steps within this #openUPD ensure projects outcomes are based in researched facts and have a solid business case for a foundation. They also ensure project activities/outputs are continually validated against project outcomes (what your users said they needed.)

The steps below provide an overview – not instruction.

#openUPD does not tell you how to manage your projects, nor is it to be adhered to like a project methodology. It is an approach with a framework to provide guidance.

#openUPD is a framework from which to base your planning at a program level. The steps ensure your supporting projects are based in fact and research with a strong business case that has clear outcomes which can be measured on the release of a final solution.

Stage 1: Research and Analysis

Before you can build, before you can implement, before you can even begin to plan you need to understand what the product or solution is going to achieve or resolve.

Understanding the needs of your users (customers) should provide you with a clear understanding of who they are, what they need and want, and perhaps most importantly: why they are your user.

In addition your research and analysis should identify what your business needs are, how external factors such as government legislation or industry standards may impact your solution, what your technical or business framework limitations are, and potential future needs of both your customer and your business.

Stage 2: Identify Outcomes

Outcomes are the business case for why you do anything, it is the action or activity which arises from your project that can be measured to define if the solution delivers on its intended outcome.

The outcomes must be drawn from your research. The outcomes must not be generic, they should align with a particular business or user problem to be resolved. The outcomes should recommend specifications based on what your business and users said to you during the research stage. This way they are measurable.

The outcomes should take into consideration regulations or standards – this is important, you don’t want to spend a million dollars only to find out your solution is inaccessible to portions of your customer base.

Clear outcomes reduce uncertainty and provide a  map to guide the project or solution should it start to drift.

Stage 3: Specify Requirements

The outcomes feed your requirements for the solution. Regardless of whether your project is technical or business or both – the solutions requirements must be mapped. The requirements should spell out how the outcomes will be achieved.

For technical projects this may be as little writing the functional/non-functional specifications. For a business project it might be mapping and identifying the possible impacts the change will have on processes, positions or governance frameworks within an organisation.

The requirements must be detailed, they must provide a clear indication of what has to be done in order to achieve the identified outcome. If you are unable to map your requirements to the potential outcome – go back to your research, or perform a new round of research to validate the outcome with users and business.

If you can not set requirements for your outcome – then your outcome is not an outcome, it is an output which is a requirement.

Stage 4: Create and validate

Use the requirements to plan your project, implement the planning, and validate the solution with your users as you progress. Use any product based development method you want to follow. However, you must integrate user validation into the process.

Your final users should be included as much as possible. Users can validate everything from your interfaces through to the writing style or process which make up particular parts of your solution. The user validation process should be iterative and integrated into your creation process alongside testing or edits.

All validated feedback should integrated into current creation rounds, any additional functionality or requirements should logged for continual enhancement following launch, and any fundamental flaws in the solution should follow a streamlined version of Stages 1-3 for remediation.

As part of the creation and validation process the products produced should be checked off against the outcomes and outcomes requirements to ensure the solution is going to deliver according to the needs of users not the creators.

Stage 5: Beta test and Launch

Beta, trial, market test, what ever you want to call it – validate your solution with users before you release it. Take their suggested feedback and validate it with other users. If that feedback indicates changes are needed, make them.

Validate the solution meets all of the outcome requirements, and that the solution will produce the required outputs to produce the recommended outcomes.

Follow any process you choose to launch the solution.

Stage 6: Validation and Continual Enhancement

On the launch of the solution you will be able to assess if the outcomes requirements have been met. For example, the website functions as it should or people are following a particular process.

After a period of time you can validate the outcomes have been achieved. For example, are more users using the website because it is easier to use? Has the business process improved productivity?

Validating the outcomes with users ensures the solution is achieving its intended purpose, and provides the additional information needed for continual enhancement. The information collected during repeated validation or feedback cycles builds the business case for the solutions enhancement over time.

Users needs evolve over time, along with their expectations based on experiences in other parts of their lives. To ensure the solution continues to meet their needs it must be continually validated.

The tacky bit

This information is licensed under Creative Commons Attribution-ShareAlike 3.0 Unported (CC BY-SA 3.0).

If you would like to argue, change, contribute or encourage me to do something else with my life, leave a comment at the bottom or harass me on twitter @grmsn.

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