Meeting the Women of Silicon Roundabout – present and future!

Aiman Shaikh, one of our Research Software Engineers recently attended Women of Silicon Roundabout 2019 – one of the largest gatherings of female technologists in Europe – held at ExCeL London. In this blog post, Aiman tells us more about her motivations for attending the two day event aiming to make an impact on the gender gap and boost careers of attendees.

My main motivation for attending the conference was the opportunity to be among 6,000 attendees who were all like me: eager to connect, learn and take action on gender diversity and inclusion in the workplace. Women of Silicon Roundabout 2019 brought together a programme of inspirational keynotes, panel discussions, networking opportunities, technical classes, and career development workshops – it was the first and only conference I have attended where female technical speakers took centre stage.

For me, the chance to hear from inspirational leaders – many of whom were women – about emerging technologies like artificial intelligence (AI), data analytics, blockchain and cloud computing. This coupled with the strong messages throughout the conference about the importance of diversity and inclusion was truly incredible.

Over 6,000 delegates attended the two day event at ExCeL London.
Image credit: Women of Silicon Roundabout.

One of the many worthwhile sessions I attended was from Denise Jones, Senior Product Manager, LetGo. Denise discussed whether AI has given rise to new and distinctive ethical issues and she challenged the group with statements like “algorithms can predict user preference based on previous activity and based on other users who are like them” raising important questions about how we as technologists can be mindful of bias in our work with AI. It made me really consider the balance of collecting data to provide a better user experience and product personalisation as good thing but collecting too much data and over-targeting audiences can go wrong and be frustrating for users if it’s not relevant.

I also attended the “Confident Speaking for Women” workshop led by Sarah Palmer, Director of European Business Development at PowerSpeaking. This was an incredibly useful 60 minutes packed full of exercises specifically designed to improve presentation skills. It gave loads of helpful tips for ‘presentation newbies’ like myself such as the importance of trying things out in advance and how to project confidence and credibility, especially through using effective nonverbal language. I’m looking forward to implementing several of these strategies in my own conference talks!

Another real highlight of the conference was the Women of Colour networking lunch on the second day of the event. Organised by Google, it was a chance to ‘inspire and be inspired.’ I was fortunate enough to meet with so many role models in tech and find out from them how they progressed in their career, how they managed their work/life balance and grow my own professional networks. I was also lucky to be able to meet with groups of fantastic early career women who were keen to find out more about my job and the Hartree Centre. I really enjoyed telling them more about my role and day to day life as part of the Research Software Engineering team – I hope to see some of them apply for some of our job vacancies as they would be great assets to any team!

Aiman Shaikh | Research Software Engineer | Hartree Centre
Image credit: STFC

I loved this conference – it provided a much-needed, necessary platform to women in technology, inspiring attendees to talk and network with women working across different industries and using a variety of emerging technologies in their day to day jobs. I’ll certainly be taking many of the lessons learned back to the Hartree Centre – it has inspired me to think about AI and data analytics in some of my upcoming projects and how I can make sure I continue to incorporate diversity and inclusion in to my work and professional networks.

Creating value for business and the UK economy – evaluating our impact

Karen Lee, Head of Impact, discusses the importance of understanding and measuring impact following the publication of the Hartree Centre’s first evaluation study.

The Hartree Centre is transforming UK industry through high performance computing, big data and cognitive technologies.

That’s our mission. But how do we know whether the research and innovation support we provide to businesses actually creates any value to them or the UK economy? Do we really need to know?

The quick answers to these questions are ‘through impact evaluation’ and ‘yes, we do’. But I would urge you to humour me a little and read on… Continue reading “Creating value for business and the UK economy – evaluating our impact”

Research Software Engineering conference 2018 #RSE18

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.

Big News!

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.

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Shaping IT Service Management at The Hartree Centre: Continual Service Improvement

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.

Continue reading “Shaping IT Service Management at The Hartree Centre: Continual Service Improvement”

Shaping IT Service Management at The Hartree Centre: Service Design

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.

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EuroEXA: working together to build an exascale demonstrator

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.

Continue reading “EuroEXA: working together to build an exascale demonstrator”

Shaping IT Service Management at The Hartree Centre: Service Operation

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.

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Shaping IT Service Management at The Hartree Centre: Introduction

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 operationservice 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.

Continue reading “Shaping IT Service Management at The Hartree Centre: Introduction”

From a Computing GCSE to being Deputy Director

“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.

Continue reading “From a Computing GCSE to being Deputy Director”