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Originally Posted by mrmistoffelees
Your response to Hugh is dismissive,insulting and demonstrates a basic lack of understanding
His response is absolutely correct and I concur as someone with approx 25 yeas experience of designing and implementing large scale IT infrastructure
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I too have 25 years experience working in the technology sector for a communications company and have built and delivered networks from the days of dial up internet to 1G FTTH, and worked on hundreds of projects to deliver products over these networks.
So I know the pace of which technology and innovative products are designed built and delivered, and i don’t recall anyone in a meeting saying it’s too difficult so we shouldn’t do it, or can’t do it. It was always we can’t do it that way, but we could do it this way.
---------- Post added at 09:41 ---------- Previous post was at 09:38 ----------
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Originally Posted by Damien
I think the solution will be political. If it isn't the backstop then it'll be a blind eye turned to tariffs or customs checks.
In the end it's not every clear what the basis of a technological solution will be. We're talking about a way of electronically knowing what good are on a truck. At the moment our technology struggles to detect with precision if people are hiding inside a truck without stopping it so I have no idea how we could scan every item in a truck for regulatory compliance.
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It would be a combination of both, enhanced technological solution, combined with a different regime of what is checked where, when and how.
My entire point in these last several posts has only been that if required a solution would and could be found.
---------- Post added at 09:51 ---------- Previous post was at 09:41 ----------
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Originally Posted by Hugh
At least you have a grasp on reality...
"Yadda yadda yadda" is what lead to the NHS IT fiasco.
No, we approached it with an attitude "what is it we are trying to and how do we make it work’.
I have delivered all my programmes except two -
The first one was an example of your "yadda yadda yadda’ approach - the Board told the City that the new Banking systems would be live for a certain date, even though the Suppliers and IT had shown, no matter what we did, it would be six months after that (with sufficiently complex systems, you can’t just throw resources at it - there are developmental stage gates that you have to go through in certain sequences) - we delivered on time, but the systems crashed almost immediately because there hadn’t been time to undertake full integration and end-user testing; this meant the company couldn’t do business for three weeks (which is a bit of a bugger if you are a £3 billion a year turnover Financial Services Company). We managed to get something up and running after three weeks, but it took nearly a year before things were running smoothly (it mean working long hours and most weekends for nearly a year for most of the Programme and IT teams; not something I would recommend for efficiency and accuracy.) btw, that company no longer exists...
The second programme was one I took over, and it had been running for 5 years and still hadn’t delivered - I reviewed it, and found it had started with no agreed requirements, no business ownership, and senior management who said "just do it" but couldn’t agree what "lt" was beyond a very high level concept (sound familiar?). I recommended that we kill it, as there were still no agreed requirements (the poor developers were visited each week and given requirements, with no change control, which often contradicted the previous ones). Because this was a "political" "just do it" Programme (someone very high in the organisation had had an "brilliant idea", and got his lackies to get it started (and then lost interest), so I couldn’t just cancel it. I proposed a remedial plan, which stopped all the changes, and proposed an independent review at the year end, by an outside consultancy with expertise in that area). At the year end, they found it was not recoverable, and proposed shutting it down.
However, I have successfully implemented many major complex systems, including what was the largest Data Warehouse programme in Europe at the time (which took 4 years), a major SAP implementation (which took 3 years), and the complete refurbishment of a Head Office and 450 Branch Offices IT Infrastructure, including Business Continuity. I have run large technology programmes and departments (500+ staff and £100+ million budgets), and been an IT Director and a member of the Google Europe CIO Group - what’s your Technology delivery background?
These things aren’t easy, these things aren’t simple, and anyone who thinks they are is suffering from the Dunning-Kruger effect.
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Sounds like you’re the man for the job then.
And from what you and others are quoting, 3 years / 4 years seems reasonable, not 10 years.
In my sector if we worked on 10 year cycles for rolling out new technology products we’d be out of business.