Dylan Griffiths, Author at CACI

How NetDevOps transforms network management for AI applications

Posted on: 11 September 2024

AI – more specifically, GenAI (Generative AI) – is continuously making its presence known through embedded integration into various network applications and workloads. First, there was DevOps – a grassroots initiative to unite the fractured worlds of development and operations. Then there was NetDevOps, where network engineers joined in to complete the trifecta:

AI workloads with disparate and sprawling protocol interdependencies mandate something new: AIOps. Humans could previously keep pace with FCAPS processes such as SNMP Traps, Syslog Alerts, NMS Alarms and more. Now, however, the network is evolving in such a pace that manual processes won’t cut it.

The future of network engineering is clear: network automation through NetDevOps is the only viable way to achieve a semblance of sanity in obtaining signal to noise (SNR) in the demanding, high throughput, zero-loss network utilisation that AI workloads demand.

What roles do NetDevOps and network automation play in business operations?

High-performing networks are now vital for business operations, as digital transformation becomes a reality for most enterprises – enabled perhaps most notably by the pandemic and compounded by technological innovations such as GenAI and the “GPT” conversational interface to the Large Language Model (LLM). In a climate of recessions, tightening budgets, decreased human workers and increased AI agents, the network simply can’t continue to look like:

Ticket-led troubleshooting slowly finding the Resolver Group in Servicenow
Ad-hoc configuration changes driven via vendor syntax in notepad.exe
Failed firmware upgrades caused by inaccurate human knowledge of HA architectures
Fragile underlays, circuits and protocols with high provisioning times driven through paper request processes and Word documents
Static network architectures focused more on artificial tiers that only help network vendors sell their quota for the month.

Where network automation focuses on the changes required to the network engineering discipline itself, NetDevOps builds on this by uniting the teams required to achieve this, turning network engineering from mastering the dark arts to coding against the well-trodden software engineering path.

NetDevOps is essentially the enabler that speeds up automation within a network engineering department through cultural reinforcement and moving the network towards an “as a service” offering. It also aligns deployment, change and provision of the network towards platform engineering and self-service approaches as seen elsewhere in IT Service Management (ITSM) and software development. Through NetDevOps, you can achieve:

Version control for network state through mature configuration management that escapes the bureaucracy of the CMDB
Abstracted intent-based network configuration to achieve network vendor independence, deduplication of network coding and cross-team collaboration on previously opaque network vendor settings
Operational state verification through testing approaches to bring the rigour of software development practices to the previous discipline of network engineering
Expedited mass deployment using sequential means of network configuration via API rather than CLI
Self-documenting infrastructure provision using Infrastructure as Code (IaC) to consistently, efficiently and universally bring complex multi-vendor NVA routing, firewall and security solutions into reality.

What will the impact of AI be on traditional network engineering?

NetDevOps supplies one key component that traditional network engineering has fallen short on: reliable infrastructure velocity. AIOps gives operations one key component that network management has fallen short on: expedited network remediation. Finally, AI workloads give the network one key problem that previous IT workloads have not: high-throughput, lossless utilisation.

Essentially, the impact of AI on network engineering will be twofold, becoming the cure to the problem it creates:

The problem: Super-high utilisation of network capacity through continuously-bursty elephant flows, requiring near-lossless network throughput.
The solution: Instantly intuitive insight, observability and remediation of network faults and capacity exhaustion through AIOps.

AI is not just a passing trend, it is a transformative force that will reshape the way networks operate and evolve. As AI-driven applications and workloads become more complex, your network will need to handle unprecedented levels of data traffic while maintaining optimal performance and security.

How CACI can help

We understand that every network is unique and have worked on some of the most unique and well-known network architectures deployed from Critical National Infrastructure (CNI), through to telecommunications, data centres, hybrid cloud and service provider.

Whether you are looking to integrate AI into your existing ITSM tooling, CI/CD pipelines or overhaul your network deployment scripts, we have over 20 years’ experience across a breadth of network technologies to support you.

Benefits of our NetDevOps services include:

Eliminating manual network provisioning and troubleshooting tasks
Codifying understanding of network topology in a structured data format
Integrating network provisioning workflows into IT Service Management (ITSM) tooling
Expediting network troubleshooting through assisted alarm and event correlation
Reducing the risk of network deployment mistakes and rework
Minimising costs through modularisation of network configuration approach
Increasing ROI through reuse of codified Network Functions as Code.

We understand that the network is a piece of the wider infrastructure that underpins your business. CACI manages and delivers entire technology transformation programmes – from programme management, business analysis, service design, managed services and more, we offer the full stack of IT network expertise for your business.

Contact CACI Network Services today to find out more about how our team of experts can guide you through the disruptive AI network wave.

Unlocking the Power of Government Data: Moving from Siloed Information to Smart Public Services

Posted on: 10 September 2024

Government agencies are collecting unprecedented volumes of data, yet much of it remains untapped, trapped in silos that prevent effective decision-making and service improvements. This data holds immense potential to transform public services by enabling more accurate, timely insights into service delivery, effectiveness, and efficiency. However, the way data is currently collected, stored, and structured often renders it under-utilised or completely unused.

In this blog, co-authored by Ali Nicholl and Nick Turner from CACI, we explore the critical user requirements for a data-driven smarter state and propose a scalable, federated approach to data discovery, access, and sharing. By enabling real-time data access at the point of need, this approach not only empowers better public services but also provides a coherent AI-ready workflow that leverages existing legacy systems without disruptive centralisation, duplication, or increased complexity.

The Challenge: Making Data Work for Everyone

In today’s environment, where both government and industry are under pressure to do more with less, reduce complexity, and comply with stringent regulations, several pain points persist:

Breaking down data silos: Data is often trapped within departmental or organisational boundaries.
Improving data quality: Data accuracy and consistency are compromised without a coordinated approach.
Addressing data custodianship concerns: Worries around GDPR, security, and data misinterpretation hinder sharing.
Ensuring controlled access: Striking the right balance between open access and secure controls.
Managing costs: High expenses related to data transit, hosting, and maintenance.
Overcoming budget constraints: Investment in new systems while maximising returns on legacy assets.
Becoming AI-ready: Adopting new technologies without costly overhauls.

For any system to be truly data-driven, it needs a minimum standard for quality, availability, consistency, and interoperability—without sacrificing security and appropriate access control. It’s the organisations closest to the data sources that have the best insights into managing quality and availability. However, leaving consistency and interoperability solely in the hands of data owners can lead to fragmentation, while expecting any single organisation to manage all data ownership is unrealistic.

The Evolving Solution Space: Technology, Policy, and Attitude Shifts

Recent advances in technology and shifts in policy have begun to address these challenges. Nearly two decades ago, the Reuse of Public Sector Information Regulations (2005) and the Transparency Agenda (2010) laid the foundation for more open attitudes towards data sharing in the UK. The evolution of cloud technology and API-driven architectures has further improved data accessibility by reducing latency and enhancing interoperability.

For example, the UK Transport Sector has effectively used open data APIs to share real-time transport information with developers and service providers, resulting in over 600 apps that benefit millions of Londoners every day. However, while these methodologies improve access, they do not fully solve the “data silo problem”—where data remains fragmented and lacks context, limiting its utility for broader insights.

A Federated Approach: Keeping Data in Place While Maximising Its Value

Our combined experience at CACI has only reinforced how unsustainable current approaches are. A smarter state needs a smarter approach. A federated approach. A federated approach allows data to stay in situ within its existing silos, accessible through a controlled, consistent, and extensible framework. This approach eliminates the need for costly mass data migrations while still unlocking insights at the point of need. Creating a more equitable democratisation of decision-making by ensuring that the right data is available at the right time.

This methodology aligns with how Health Services in the UK have approached data integration in recent initiatives. Within Social Care Networks, for example, connecting existing systems rather than centralising all data has ensured the Healthcare sector maintains flexibility to access relevant information while adhering to security and privacy requirements.

Understanding Stakeholder Needs: Tailoring Solutions for Maximum Impact

Different stakeholders have different goals and challenges when it comes to leveraging data. Here’s how a federated approach such as ours addresses their specific pain points:

CIOs need timely, reliable data for informed decision-making. Our solution ensures up-to-date insights without the need for complex data migration, helping CIOs set policies and make strategic decisions with confidence.
Heads of Data and CDOs seek to maximise ROI from data assets. We provide enhanced data discoverability and governance, ensuring that those who need access can find and use data efficiently.
Service Owners focus on delivering policy or strategic outcomes. Our approach reduces the under-utilisation of data, enabling service improvements without significant operational disruption.
Data Analysts require consistent and high-quality data for accurate analysis. By maintaining data integrity and enabling seamless integration across sources, we empower analysts to deliver actionable insights.
End Users demand real-time access to relevant data without navigating multiple platforms. Our solution brings data closer to its source, maximising relevance and minimising inconsistency.

Building a Data-Driven Smarter State: The Path Forward

Creating a data-driven smarter state requires lowering the barriers for departments, organisations, and individuals to surface their data and enrich it with context, turning it into actionable insights. A federated approach represents a scalable, flexible, and low-risk path towards unlocking the full potential of government data. The journey from siloed information to integrated insight is not just about technology; it’s about creating an ecosystem where data flows seamlessly, fostering collaboration, innovation, and smarter decision-making across the public sector.

To build this future, we must prioritise accessible, context-rich data and scalable collaboration across stakeholders. The smarter state of tomorrow is within reach if we embrace these principles today.

This blog was submitted to TechUK as part of their “Building the Smarter State Week” and can be found on their website here.

How AI is rewriting the rules of network engineering

Posted on: 4 September 2024

AI is coming for your network… but not as you expect

Seasoned IT professionals are no strangers to technology transformations and weathering the storms associated with them. Artificial Intelligence (AI), however, presents different, unique challenges to your network. Everyone is talking about the changes that AI will bring to your work, but few are talking about the changes AI application workloads bring to the design, architecture and operations of your network.

What changes are coming to network engineering and automation due to AI?

The advent of AI means that now more now than ever before, the architecture, design and operational excellence of your network matters. Network automation is coming to the fore to deal with the changes AI requires of networks, including:

High throughput transactions facilitated via features such as RoCE Adaptive Routing (AR)
Parallelised datagram transmission through AI network protocols such as RoCE, InfiniBand and other RDMA-based approaches
Dense port connectivity to interconnect numerous distributed GPU and TPU processors required for generative AI (GenAI) training and model processing
Lossless packet transmission to optimise LLM training runs and prevent the need for costly retransmission that can lead to AI training data corruption
Extreme bandwidth utilisation from bursty elephant flows which can flow up to the line-rate of the connected NICs.

AI workloads such as GPT, LLM and ML have different requirements of your network to traditional IT workloads. Legacy ITSM approaches also won’t cut it for AI-enabled business applications. It isn’t just routers, switches, firewalls and cables – it’s the 24/7 backbone of your organisation’s competitive advantage.

This is FCoE (Fibre Channel over Ethernet) all over again; only this time it’s not going away – AI is here to stay. Humans driven through ITIL don’t work 24/7 at 100% capacity like AI does, which is where automation comes in. Specifically, network automation facilitated through expert NetDevOps practices and tooling.

How CACI can help

Embracing the power of automation will lead to a robust and agile network infrastructure for your organisation. With over 20 years of experience with all aspects of network engineering – data centre, service provider, hybrid cloud and beyond – including complimentary offerings in delivery assurance and DevOps, CACI has networked, designed automated some of the UK’s most successful companies in financial services, telecommunications, utilities, government and public sector.

Our renowned network automation and NetDevOps services revolutionise your network infrastructure by leveraging advance technologies required for AI workloads. From configuration management to network monitoring and troubleshooting through observability, we streamline your operations, improve efficiency and maximise your network performance.

A few of the many benefits of CACI’s network automation services include:

Automating network provisioning and troubleshooting: Eliminating manual network provisioning and expediting network troubleshooting through assisted alarm and event correlation
Enhancing network understanding and management: Codifying an understanding of the network topology in a structured data format and integrating network provisioning workflows into IT Service Management (ITSM) tooling
Improving efficiency and cost-effectiveness: Reducing the risk of network deployment mistakes and rework and minimising costs through a modularisation of network configuration approach
Optimising resource utilisation and talent management: Increasing ROI through reuse of codified “Network Functions as Code” and retaining in-demand network engineering talent through use of modern network deployment working practices.

Don’t let your network get left behind by the AI network revolution. – Contact CACI today to navigate AI and bolster your network ready for the AI-enabled, LLM-led, ML-fed future.

Insights from the Northumbrian Water Innovation Festival 2024

Posted on: 29 August 2024

Attending the Northumbrian Water Innovation Festival last month was a very informative experience for our CACI Mood team, filled with insightful discussions and ground-breaking innovations. Held at Newcastle Racecourse, the festival brought together 3,000 people from 32 countries, creating a vibrant and diverse atmosphere. As a proud sponsor, we had the opportunity to support this great event and showcase Mood’s innovation capabilities at our exhibition stand.

An Inspiring Setting for Innovation

From the outset of the event, it was clear that this was not just another industry conference; it was an opportunity to break down barriers, open dialogue, and explore new ideas in a completely different context.

The festival’s structure, which included a record 37 sprints, facilitated rapid problem-solving and idea generation. These sprints were filled with thought-provoking discussions, and we were lucky to hear insights from the likes of British Olympians Steve Cram CBE and Ellie Simmonds, who shared valuable perspectives.

Specific Innovations and Collaborative Approaches

One of the most striking aspects of the festival was the diversity of participants, which included suppliers like us, industry veterans, and aspiring professionals. This diversity enriched every discussion with fresh insights and novel approaches, underscoring the value of varied viewpoints in problem-solving.

Notable innovations included solutions for improving water quality, achieving net zero emissions, and reducing pollution and leakage. A particularly impactful sprint, led by data-giant Cognizant, focused on leveraging AI technology to enhance the health of local rivers.

Overcoming Business Challenges

The festival also highlighted the importance of overcoming challenges through collaboration. The structured yet flexible format of the workshops, including design sprints and daily dashes, ensured that participants remained focused and productive. These sessions were expertly guided by sprint leads, facilitating a collaborative environment where participants could step out of their usual roles and approach problems from different angles.

Personal and Professional Insights

Engaging with a diverse group in a non-work environment allowed me to gain new perspectives on the challenges facing our water sector clients. It was refreshing to address issues in a setting where creativity was encouraged, and there were no predefined expectations about the “right” way to approach a problem. Professionally, the festival highlighted the importance of stepping outside our usual routines to generate actionable ideas.

The Value of Participation

Participating in the festival was more than just a productive use of time; it was an investment in the future of our water industry. The insights gained and connections made will undoubtedly contribute to more effective and innovative solutions for our clients.

The festival demonstrated that breaking away from conventional settings and embracing a more open and creative approach can lead to endless possibilities.

Looking Forward

Moving forward from the festival, we hope apply elements of it to foster a more open and creative environment in our meetings and workshops. Encouraging diverse participation and thinking outside the box will continue to drive innovation in our projects and add value for our clients.

The Innovation Festival was a remarkable experience that highlighted the power of creativity, diversity, and open collaboration. I am eagerly looking forward to seeing the outcomes of this festival and am confident they will drive positive change in the water sector and beyond.

For more details on the festival, visit www.innovationfestival.org.

Discover the power of Mood here.

How CACI enabled strategic IT management for a central government department

Posted on: 2 August 2024

BACKGROUND

Our customer, a central government department, operates with a diverse and complex array of technology solutions consisting of hundreds of systems, applications, and services that support its operations.

The Chief Technology Officer (CTO) identified a significant gap in management information regarding IT and its alignment with broader business objectives. This gap has hindered the leadership team’s ability to make informed strategic and investment decisions.

IT services are provided by commercial suppliers, other government departments, and internal development teams, often leading to disparate data, duplication, technical debt and therefore waste.

The department has a strategy to drive change and ensure operational effectiveness and efficiency for the benefit of taxpayers. The CTO is responsible for the day-to-day operations of IT and makes decisions on investments to innovate, grow, maintain, and retire systems within the IT estate, ensuring alignment with the departmental strategy.

THE CHALLENGE

The CTO faced challenges in driving this strategy due to a lack of knowledge about the state and interdependencies of systems within the IT estate, making it difficult to make evidence-based investment decisions. The necessary information was not readily available often leading to lengthy, one-off investigations to surface the data required.

To address this issue, the CTO initiated the establishment of Enterprise, Business, and Solution Architecture practices. These practices will create architectures, to be stored in a single repository, providing a cohesive link from strategy through business and applications, to the underlying technology.

A key requirement for the architecture was that it should be a live digital resource, actively used and maintained by a wide community across the organisation. If this is not achieved, the architecture is at risk of becoming outdated and unable to provide the answers it was designed to address.

THE SOLUTION

CACI was engaged to scope and define the architecture to be captured and provide assurance that it would be sustainable and fit for purpose. CACI collaborated with the customer to agree the activities required to achieve the goal:

Defining a meta-model that can capture the architecture that will answer these questions, such as which business capabilities would be affected by the degradation or loss of an IT System.
Discovering the questions the architecture needed to answer. This activity augmented findings from earlier work, as well as further consultation with stakeholders.
Estimating the volume of elements and relationships within the model and the amount of effort to maintain it.
Demonstrate that the meta-model is sufficient to accommodate and assist with an inflight initiative (Move to Product) to reorganise management of IT around Products, e.g. progress on understanding product and system life cycle and interdependencies.
Demonstrate that, when populated, the architecture repository will support other initiatives, such as (Move to Cloud) migrating IT from on-premises into cloud services, therefore future-proofing the practice.

THE RESULTS

The project produced the following results:

CACI has helped the department achieve a sufficient level of maturity in its architecture practices, along with artefacts and skills, to continue the journey to a fully mature capability.
The department is re-using and building on the architecture captured to date to continually monitor progress and alignment with strategic goals.
The artefacts generated by the Move to Product initiative are being used to populate the repository to relate IT through a base lined Business Capability Model (BCM) to value and strategic goals.
This in turn is being integrated with other corporate data sources to produce dashboards for decision making at board meetings.

THE FUTURE

The department has adopted the solution and, unaided, its architects are now populating the repository. Having started small there is now an appetite to extend the reach of the architecture captured, to cover other aspects of concern to the CTO, e.g. security and information flows. CACI is aiming to assist the department achieve these goals through several targeted assignments over the next financial year.

Download this customer case study here.

Unlocking the power of Digital Twins with Mood: Your ultimate platform for organisational excellence

Posted on: 24 July 2024

In today’s rapidly evolving business landscape, organisations are seeking innovative ways to enhance efficiency, streamline operations, and drive strategic growth. One of the most transformative concepts to emerge in recent years is the Digital Twin of an Organisation (DTO). This powerful paradigm allows businesses to create a virtual replica of their entire enterprise, enabling real-time analysis, simulation, and optimisation. Among the wide range of tools available, Mood stands out as the unparalleled enabler for creating a comprehensive Digital Twin, offering unmatched capabilities.

What is a DTO?

A DTO is a dynamic, virtual representation of the business, encompassing its processes, systems, capabilities, assets, and data. This digital counterpart takes real-time information allowing businesses to monitor performance, predict outcomes, and make informed decisions. By leveraging DTO organisations can visualise their entire operation, identify inefficiencies, test scenarios, and implement changes with confidence, all without disrupting actual operations.

The Mood advantage: A unique proposition

Mood offers a unique and comprehensive suite of capabilities for creating and managing a DTO. which makes it the game-changer required:

Holistic Integration: with a whole-systems approach, Mood sits at the centre of your eco-system, mapping a wide range of enterprise systems and data sources, ensuring that your DTO is a true reflection of your organisation, enabling evidence–based decision making. From ERP and CRM systems to IoT devices and data warehouses, Mood consolidates information from disparate sources into a unified, coherent model.
Dynamic Visualisation: With Mood, you can visualise complex processes and structures in an intuitive, user-friendly interface. This dynamic visualisation capability allows stakeholders to easily comprehend intricate relationships and dependencies within the organisation, facilitating data-driven decision-making.
Monitoring and Analysis: Mood enables continuous monitoring of organisational performance through real-time data feeds. This ensures that your DTO is up to date, providing accurate insights and enabling proactive management of potential issues before they escalate.
Simulation and Scenario Planning: One of Mood’s standout features is its ability to run simulations and scenario analyses. Whether you’re considering a process change, a new strategy, or a potential disruption, Mood allows you to model these scenarios and assess their impact on the organisation, helping you make data-driven decisions with confidence.
Scalability and Flexibility: As your organisation grows and evolves, Mood grows with you. Its scalable meta-modelling and flexible customisation options ensure that your DTO remains relevant and aligned with your business needs, regardless of size or complexity.
Robust Security: Mood prioritises the security of your data, employing encryption and access control mechanisms to safeguard sensitive information. This ensures that your DTO remains secure and compliant with industry regulations.

Real-world applications and benefits

The adoption of Mood as your DTO brings tangible benefits across various aspects of your organisation:

Enhanced Operational Efficiency: By visualising and analysing processes in context, you can identify bottlenecks, optimise resource allocation, and streamline operations, leading to significant cost savings and productivity improvements.
Informed Strategic Planning: Mood’s powerful query capabilities enable you to test different strategies and initiatives in a risk-free environment, providing valuable insights that guide strategic planning and execution.
Proactive Risk Management: With monitoring and analytics, Mood helps you anticipate and mitigate risks, ensuring business continuity and resilience in the face of disruptions.
Improved Collaboration: Mood’s intuitive visualisation fosters better collaboration among departments and stakeholders, ensuring that everyone is aligned and working towards common goals.

See our case studies for the myriad ways in which Mood has been used, including the Defence Fuels Enterprise digital twin, here.

Conclusion

In an era where digital transformation is not just an option but a necessity, DTO stands out as a vital tool for achieving business excellence. Mood emerges as the unparalleled enabler for this transformative journey, offering an unmatched suite of capabilities that empower organisations to create, manage, and leverage their Digital Twins effectively.

No other platform combines the holistic integration, dynamic visualisation, powerful analytics, scalability, and robust security that Mood provides. By choosing Mood, you are not just adopting a software tool; you are embracing a comprehensive solution that equips your organisation to thrive in the digital age.

Unlock the full potential of your organisation with Mood – the ultimate platform for creating and harnessing the power of your Digital Twin of an Organisation.

Invention or Innovation; Evolution or Revolution?

Posted on: 4 July 2024

Our choice of language is critical in achieving effective communication, particularly in architecture-driven insight modelling. Terms like Enterprise, Business, and Solutions Architecture, and tools such as frameworks, viewpoints, models, elements, and relationships can be loaded. To some, these terms mean something specific; to others, they describe loosely understood aspects of a modelling ecosystem.

When engaging with any enterprise in the context of architecture-driven insight modelling, it’s important to learn and use the business dialect. Learning to speak their language develops an understanding of how they think and what they want from architecture, and how to apply the modelling discipline to deliver it.

In some instances, the rigid application of a particular modelling style, framework, notation, or language without considering why it is done that way can quickly distract from the main effort.

Four years ago, I was part of the conception of a model to help an Enterprise understand an aspect of their world that had proven too difficult until then. This was mostly because:

The data supporting the insight was dispersed across various loosely connected domains.
Aspects of the data were subject to change.
By the time enough information was gathered to derive insight, the data was already outdated.

This marked the beginning of a rich and varied modelling journey, first to understand the logical representation of the Enterprise landscape in a manner that would deliver timely insights. ‘Keep it simple, start small’ was the mantra at this stage. Building a new model wasn’t an invention, as the tooling, modelling discipline, and enterprise data already existed, albeit dispersed.

The model evolved over time, as most models do; as our thinking and understanding evolved, so did the model. Initially, changes were volatile, but they gradually stabilised as our thinking became more refined, and the model became more mature and stable.

The greatest thing on this journey was the need to innovate. We had seen many patterns over the years, ways of describing enterprise landscapes in certain styles, or using our technology in specific ways. This model required a bespoke approach to meet an unprecedented demand for insight, which called for innovation to deliver.

Each twist and turn in the model’s evolution demanded an innovative approach to achieve the desired outcome. I learned to describe modelling as more of an art than a science. Particularly challenging problems would occupy my mind for days, even weeks. My creative juices flowed best during the early hours, prime time for making progress. A home office setup was crucial, especially when a modeller wakes in the middle of the night with a eureka moment that must be realised quickly, or risk dissolving into a hazy dream by morning.

Evolution is natural, invention isn’t always necessary, revolution can be a game changer, but in all of these, innovation is king.

You can find out more on how Mood can help transform your architecture here, or get in touch with the team at moodenquiries@caci.co.uk.

Refreshing Scrum with the Ball Point Game

Posted on:

On a recent programme development day, Phil Ballard, one of our award-winning Scrum masters facilitated the Ball Point Game. This is an industry-known Agile game which is usually run as part of an introduction to the Agile ethos for those keen to follow the Scrum methodology.

Despite CACI having teams that are highly experienced in Scrum, we still found this activity to be useful not only as a “going back to basics” session, but also from the several other lessons learned from our own adaptation.

Ball Point Game: basic overview

Teams of eight are formed, with each team collecting a bag of balls.

Within an Iteration (of which four take place), teams pass as many balls as possible among team members, with each ball passed scoring the team a point. Teams must adhere to the acceptance criteria of each ball being touched at least once by every member, each ball returning to the same person who introduced it into the team, each ball having “airtime” as it moves between team members, lost balls being fetched and re-entering the team where it left and dropped balls not being re-introduced into the system. During each Iteration, teams will have one minute to talk among themselves and two minutes to perform the ‘Objective’. Prior to each Iteration, an estimate for the number of balls expected to pass through the team within the next Iteration is predicted.

CACI’s spin on the Ball Point Game

Considering teams are already experienced in delivering in scrum, we made things more lifelike by introducing additional requirements in Iterations 3 and 4:

The balls are being sold in packs of ten, with at least one of them being green.
All balls must continue to gain height as they are passed through the team.

After all, what’s software delivery without a stakeholder wanting to change their mind? The idea behind these rules was to break the established process, force change and to see what behaviours the scrum-experienced professionals would exhibit.

Ball Point Game goals

The Ball Point Game’s ultimate goal was to teach participants the value of continuous process improvement through basic agile principles using the simulation of an agile production process, including:

Teamwork/shared goals
Retrospectives/problem-solving
Planning
Estimating based on experience.

All processes have a natural velocity. To speed things up, it is often not a case of working harder or faster, but a case of changing the process.

Key takeaways

After all Iterations were complete, we discussed the results and asked teams to contribute their experiences with the following questions:

Which Iteration felt as though it was the best/worst?
How important was the retrospective between Iterations?
What changes did you make?
How did the team make decisions – did anybody take charge?
Were all ideas heard within your teams?
Was there anything notable in determining your estimates?
Were improvements made by working harder or faster?
Did you observe/experience anything else of interest?

With the additional requirements added:

Iterative development is also based on learning from the live product and adapting to what the customer and end user needs.
Without anything being live, there is nothing to learn from and no way for the product to adapt.
Sprint teams must adapt to estimating with new requirements versus estimating on a known repeatable task.

Additional findings from the teams

The short timings of Iteration planning, along with the input of additional requirements, seemed to force an intensity. This, in turn, forced out several negative behaviours that we have not experienced on the programme, however, recognised within this competitive environment.
Low sprint commitments despite the team feeling it was a known task.
Sprint teams stopping when hitting commitment as there was an assumption that the game goal of the exercise was to have a stable velocity.
Argumentative behaviours exemplified (not the usual collaborative approach we usually see).
A competitive nature towards the other sprint teams, prohibiting the sharing of lessons learned. While the rules never stated they were against each other, it was inherently assumed when splitting participants into teams and asking them to perform the same task.

On a more positive note:

Many questions were asked about the requirements, with a focus on what the user/customers’ needs and problems were
Looking outside of the team for improvement inspiration despite its interpretation as spying.
Reflection on what we do in practice versus the theory/Agile beliefs
Great discussions around the overall value of sprinting and iterative delivery.

If you wish to find out more about the Ball Point Game or run it yourself within your programme or teams, please get in touch.

Insights from the London Enterprise Architecture and Business Process Management Conference 2024

Posted on: 19 June 2024

Bridging the Gap: How MooD Enhances Enterprise and Business Architecture

Attending the recent Enterprise Architecture and Business Process Management (EA & BPM) conference in London was a fascinating experience, full of insightful discussions and thought-provoking presentations. An overarching theme emerged from the official sessions, informal conversations at our Mood stand, and general networking: the critical importance of aligning enterprise and business architecture disciplines with broader business objectives and stakeholder engagement.

A recurring concern highlighted at the conference was the perceived disconnect between enterprise architecture tools and their practical value to the broader business community. One speaker poignantly noted that while enterprise architecture tools are indispensable for architects, they often fail to resonate with other business stakeholders.

This is where I wanted to jump up from my position in the audience and shout, “But we can, and that’s our edict!” Luckily, my inner filter kicked in, and I didn’t rudely interrupt the speaker.

The challenge lies in the fact that models and architectures, no matter how sophisticated, need to be comprehensible and relevant to diverse groups of stakeholders to truly drive value. Often, this means not presenting a model at all.

The Challenge of Stakeholder Engagement

The conference underscored a significant issue: presenting complex models to a wide range of stakeholders often falls flat, failing to translate into actionable insights within their real-world contexts. It was also mentioned that architects should focus on presenting findings rather than making recommendations, implying that the business itself should derive the ‘to-be’ states. This perspective highlights a need for tools that not only capture and represent complex data but also facilitate understanding and collaboration across the entire organisation.

Mood: A Unified Approach to Enterprise and Business Architecture

This is where Mood’s capabilities truly shine. At Mood, we understand the necessity of bridging the gap between intricate architectural frameworks and practical business applications. Our platform offers an unconstrained, no-code, drag-and-drop visualisation interface, making content accessible to both technical architects and business stakeholders and making that content live, enabling input and feedback.

Unified Tool and Repository: Mood provides a single tool and repository for all architectural and business models, live data, and business visualisations, establishing a single source of truth and ensuring everyone is on the same page.

Flexible Meta-Modelling: Our flexible meta-modelling capability allows for the creation of meaningful taxonomies and data structures that reflect the unique needs and contexts of your organisation. This adaptability ensures that the models are not just technically accurate but also contextually relevant to the business and agile to change.

True Collaboration: By enabling true collaboration throughout the lifecycle of a transformation programme and beyond, Mood ensures that all stakeholders are involved and engaged throughout. Our platform facilitates seamless communication and collaboration, breaking down silos and fostering a culture of continuous improvement and alignment.

Conclusion

The EA & BPM Conference in London highlighted a critical challenge in the fields of enterprise and business architecture: the need to bring the business along for the journey. Tools and models must not only be robust but also accessible and meaningful to a diverse audience.

Mood addresses these challenges head-on, providing a platform that unifies enterprise and business architecture with its environment, enabling true collaboration and understanding. By leveraging Mood’s powerful visualisation and flexible meta-modelling capabilities, organisations can ensure that their architectural efforts translate into real-world value, driving meaningful transformation and business success.

As we continue to innovate and enhance our platform, we remain committed to bridging the gap between architecture and business, helping organisations to navigate their transformation journeys with confidence and clarity.

Thank you for taking the time to read about our experiences and insights from the EA & BPM Conference. We look forward to continuing the conversation and exploring how Mood can support your organisation in achieving its strategic goals.

Upcoming Event: Northumbrian Water’s Innovation Festival 2024

We are excited to announce that we will be exhibiting at Northumbrian Water’s Innovation Festival, taking place from 8th to 11th July 2024 at Newcastle Racecourse. The festival gathers innovators from all over the globe and is set to bring valuable opportunities for hundreds of young people from across the North East.

The festival will feature design sprints, hacks, workshops and activities focused on solving environmental and societal challenges under the theme ‘Speed and Scale’. Join us to explore how Mood can contribute to these innovative solutions and help drive meaningful transformation. For more details, visit www.innovationfestival.org.

How has CACI responded to the Forensic Science Regulator Code?

Posted on: 29 May 2024

With the Forensic Science Regulator Code of Practice now a statutory requirement, Digital Forensics units pursuing ISO/IEC 17025:2017 accreditation must use an ISO/IEC 17043 accredited proficiency testing provider. CACI’s Digital Forensics Lab has been assessed by UKAS and granted accreditation to BS EN ISO/IEC 17043:2023 for all our Digital Forensic Proficiency Testing schemes.

What is the Forensic Science Regulator Code of Practice?

GOV.UK states that the code “sets quality standard requirements for forensic science activities related to the investigation of crime and the criminal justice system in England and Wales” and came into force in October 2023. This being introduced will prove to be hugely impactful for forensic science and it’s importance and meets the regulator’s requirements for quality long-term.

CACI Proficiency Testing Schemes

Computer Based Devices – Acquisition
Computer Based Devices – Processing & Analysis
Mobile Based Phone – Acquisition, Processing & Analysis

What’s included in the scheme?

Computer Based Devices – Acquisition

Includes three to five physical devices each year.
Devices meet UKAS requirements to test the entire scope over a four-year period.
Focuses on acquisition processes and related challenges.
Includes pre-acquisition activities and more.

Computer Based Devices – Processing & Analysis

Provides forensic acquisition yearly for processing and analysis.
Meets the scope for Microsoft Windows, Apple MacOS ad Linux over a three-year period.
Includes full case background, examination strategy, and workbook.
Focuses on processing and analysis processes and related challenges.

Mobile Based Devices – Acquisition, Processing & Analysis

Includes three physical test devices and forensic acquisition yearly.
Provides full case background, examination strategy, and workbook.
Focuses on acquisition, processing, and analysis processes and related challenges.
Includes pre-acquisition activities and more.

How do CACI’s PT schemes ensure relevance to Law Enforcement DFUs?

CACI’s PT schemes are designed to closely replicate typical law enforcement digital forensics submissions. Participants receive physical devices packaged as police exhibits, along with a submission document, allowing them to test their end-to-end processes. Both Computer Acquisition and Mobile Acquisition schemes test pre-acquisition activities and more.

If you would like to book yourself on the next proficiency testing scheme, please get in touch with our team.