On 3rd September the peaceful campus of Birmingham University came alive with bubbling groups of research software engineers, talking in excited tones about their latest optimisation tool and favourite python library, as the third annual conference of Research Software Engineers was started!
A real global affair, #RSE18 had 314 delegates from 12 countries. That represents a nearly 50% increase over last year’s attendance and also a 7% increase in women attending compared to 2017.
UK RSE Association is turning into the Society of Research Software Engineering! A legal, independent, professional organisation!
The UK RSE Association has seen significant growth since its inception in 2013, to over 1000 members. The community’s growth has made the informal, volunteer run format unsustainable. The move will enable the society to hold funds, employ staff, and operate as an independent organisation to represent the interests of the RSE community. Visit the RSE website for more information and sign up to receive updates.
The last in a series of blog posts from Dave Cable, Head of Service Operations here at The Hartree Centre summarises the steps we have taken to implement IT Service Management.
In previous posts, I described three key components of ITIL infrastructure which we have implemented at the Hartree Centre – Service Operations, Service Design and Service Transition. These are all inter-dependent and equal in stature. However, there is one further area of ITIL which is slightly different because it underpins all of the above – Continual Service Improvement (CSI). Continuous improvement is vital, because it ensures that processes and functions do not remain static. They develop and improve in response to operational lessons learnt, leading to overall improvements in service quality. Continuous improvement provides a feedback mechanism and tools to incorporate that feedback. It can also work with quality management tools.
ITIL provides two complementary tools to implement CSI – the Deming Cycle, and the Seven-step Improvement Process.
The third in a series of blog posts from Dave Cable, Head of Service Operations here at The Hartree Centre gives us an introduction to service design, transition, configuration management and change management.
In my previous post, I described the key aspects of the ITIL Service Operation area that we have implemented at the Hartree Centre. In this post, I’ll move on to Service Design and Service Transition.
What is Service Design?
The ITIL area of Service Strategy considers all the business requirements for IT services, and from them constructs a high-level view of the range of services to be offered. Service Design turns this high-level portfolio into a set of service specifications for inclusion in the organisation’s Service Catalogue. It takes account of the requirements for information security, availability and capacity. Service catalogue entries also include details of standard service levels (SLA metrics) and provide, where appropriate, pricing information. Note that non-standard service levels may be negotiated with individual customers.
As proud members of the European HPC community, I think it’s safe to say our efforts to achieve a world-class extreme scale, power-efficient and resilient HPC platform are ambitious. We’re working towards a machine that can scale to 100 petaflops.
This three and a half year, 20 million euro Horizon2020 funded project has been designed to answer these challenges:
How do we build an exascale machine within a sensible energy budget?
How do we design something so that we’re not moving huge amounts of data around?
How do we achieve our ambitions cost-effectively?
How do we deal with all of the complexity associated with running applications on a machine of that size?
First of all, it’s important to note here that we’re not going to be starting from scratch. EuroEXA will build on previous projects that have demonstrated smaller elements of our community ambitions. This learning has directed the approach to EuroEXA and Professor John Goodacre based at The University of Manchester is leading the project and has pulled together a consortium of 40 partners industry and academic partners across Europe. Each project partner will play a fundamental role in bringing together key components of this undertaking. We’ll explain the specific role we’ll have here at the Hartree Centre later on.
The second in a series of blog posts from Dave Cable, Head of Service Operations here at The Hartree Centre gives us an introduction to Service Operation, the primary interface for service delivery with customers.
In the first post of this series, I gave a brief description of IT Service Management and the specific implementation we have adopted, known as ITIL. In this post, I describe how we have implemented one function and three key processes from the ITIL area of Service Operation.
What is Service Operation?
Service Operation is the collection of processes and functions that describe how to deliver services to customers at agreed levels.
Why is it important?
Service Operation represents the primary interface for service delivery with customers. As such, it can win or lose business. It also helps the service provider, by providing clear mechanisms for prioritising customer requests for assistance, and tools to identify deep-rooted issues that require additional effort to resolve.
The first in a series of blog posts from Dave Cable, Head of Service Operations here at The Hartree Centre gives us a gentle introduction in to the world of IT Service Management. Look out for future posts covering service operation, service design, and continual service improvement.
What is IT Service Management?
IT Service Management (ITSM) is the proper design, governance and operation of IT-related services to meet agreed customer needs within predictable cost and efficiency bounds. It brings together policies, processes and people with the common goal of service delivery and continuous improvement.
Why is it important?
Any IT service provider needs a clear idea of what it is they are trying to deliver and to whom. The provider also needs to understand the costs of providing services alongside any financial returns. ITSM provides a mechanism for businesses to be able to meet these requirements.
As big data, high performance computing and cognitive technologies start to appear in more newspaper articles, TV shows and pop up on social media hashtags, it seems to me to be more important than ever to start talking about our science and technology and the impact it makes on society.
Before I start to write the main content of this blog post, I should confess that although my background is in biomedical science, I prefer talking about science rather than actually doing it. So much so that I decided to study towards an MSc in Science Communication. This means that I spend a lot of time thinking about science and its relationship with society by reading about insights from history and the media as well as about innovation and policy research. At the Science and Technology Facilities Council (STFC), I really enjoy working closely with those at the forefront of STEM (Science, Technology, Engineering and Maths), facilitating relationships between academia, industry and publics by highlighting how our work impacts businesses and the UK economy. Essentially, I enjoy answering the “So what?!” question about research.
Having worked in public engagement over the last 5 years, I am going to address some of the common misconceptions I’ve heard along the way.
“Life is like a large pond, you are surrounded by lilypads and depending on your capabilities and circumstances you have to pick the next one to step onto.”
When I was younger, growing up in Wigan I was mainly interested in three things: football, computers and radio control cars. At school, I decided to study A Levels in maths, physics and chemistry and then went off to study chemistry at the University of Leeds with no fixed idea of what I wanted to do or where I was going afterwards.
After a period of unemployment, I was lucky enough to get a job as a Research Chemist with Crosfield, a Unilever company at the time. This involved working with Crosfield silica to remove protein from beer, essentially increasing the shelf-life of the product. To me, this was great, I was a beer scientist at the age of 21! I enjoyed the challenge of working on new formulations and eventually discovered a way of improving the shelf-life of beer using 50-70% less material than previous methods. At first, the brewers we worked with did not seem to buy in to the idea so the sales staff invited me out with them to explain the process to our customers. That was my first taste of sales and I really enjoyed it so I started to try to go out with the sales team as much as I could.
My next ‘career leap’ was in to telesales and this turned out to be a terrible idea as it really did not suit the way I liked to work and how I liked to develop customer relationships and insight. From there, I went to work for Dionex in a regional sales role with a remit for selling chromatography columns that separate chemical components. It was this position that helped me to recognise that I was actually quite good at sales and learned an important point:
“people do not just buy kit, they buy answers to the problems they want to solve.”
This led me back to my interest in computing where I taught myself how to use a macro-based scripting process that increased the efficiency of the sales process, helping me to match solutions to customer problems.
The Association for Project Management (APM) recently held their first Manchester based conference, and the Northern Powerhouse initiative by UK Government was their key theme. Claire Trinder and Lisa Booth from our Programme Management Office attended the event, and it got them thinking about where the Hartree Centre fits in.
“If the Northern Powerhouse were a country, it would be amongst the biggest economies in Europe. If we can make this region an economic powerhouse, the whole of the UK will benefit.”
Phillip Hammond, Chancellor of the Exchequer
It sounds simple enough when you put it like that, but as we discovered at the APM conference, there’s a lot more to unlocking the benefits of the Northern Powerhouse than meets the eye.
The event, held in early December 2016, zeroed in on the developments in infrastructure, communication and technology projects that are being designed to re-balance the UK economy in line with the government’s Northern Powerhouse vision laid out in its strategy document. In summary, the Northern Powerhouse is a vision for a more joined up region in which northern towns and cities work collaboratively, sharing skills and resources to unlock the economic potential of the area.