UIPath

UIPath offers a community version of their RPA solution with the ability of building your own robots, and an environment to implement them.

RPA Starter + local tests

I have tried to see how it works. So create an user, download the developer GUI, complete “RPA Starter” course.

The tool is very complete and there are a lot of ways to learn, from the theory to the real situations you want to automate. There are different communities and forums to enable the different roles on automation to interact and learn from others.

The simple tests you can do are easy to perform and check.

The funding series of UIPath

  • In August 2015, UiPath closed an initial seed funding round of US$1.6 million led by the Earlybird Venture Capital, with Credo Ventures and Seedcamp as backers.
  • In April 2017, UiPath received $30 million investment in one of the biggest Series A rounds of funding in Europe, led by Accel. Previous investors Earlybird Venture Capital, Credo Ventures and Seedcamp also joined.
  • On March 6, 2018, UiPath received a $153 million investment from Accel, CapitalG, and Kleiner Perkins Caufield & Byers, valuing the company at $1.1 billion.
  • On September 18, 2018, UiPath raised $225 million in the funding round led by CapitalG and Sequoia Capital at a $3 billion valuation.
  • On April 30th, 2019, UiPath raised $568 million in a series D round of funding led by hedge fund Coatue Management, with participation from Alphabet’s CapitalG, Sequoia, Accel, Madrona Venture Group, IVP, Dragoneer, Wellington, Sands Capital, and funds advised by T. Rowe Price & Associates. The company also now claims a valuation of $7 billion.
  • To be continued (IPO comming??)

Competitors

RPA on wordpress

There is still not an RPA that could be installed and run on WordPress. I hope very soon there is someone that works on that and enable the automation of processes!! Some years ago the existence of a e-commerce solution on WordPress was not possible, but today is a reality, a very strong competitor for small players.

Value Chain Analysis

To complement the Value Chain Maps or Wardley maps, I want to remind the details of these 3 steps, as they serve me to document in detail the situations and details related to the context:

  1. Activity Analysis.
  2. Value Analysis.
  3. Evaluate, change & plan action.

Post-mortem incident analysis

After having a priority 1 issue in production, we conduct a post-mortem analysis.

Some best practices (ground rules)

We try to see the issue as an holistic situation where we can learn more than expected.

FromTo
Seeking Single Root Cause for an outageAddressing the multiple systemic contributing factors to an outage
Prevention (only)Breaking down TTR (time to resolve components)
Blameful post-mortemsBlameless post-mortems
Surface Level post incident reviewsStrategic Level understanding and improvement

Mean Time to Recover (MTTR) Metric

MTTR = MTTD (Detect) + MTTI (Isolate) + MTTF (Fix)

El necio y la necedad

De la lectura “El Arte de la Prudencia“, saco estas frases:

Infelicidad de necio tendrás si quieres mostrar ante la sociedad más de lo que la naturaleza te ha dado.

El hombre inteligente ejecuta con rapidez lo que pensó con calma. La prisa es pasión de necios, pues como no saben dedicar tiempo a pensar antes, obran sin reparo y yerran.

Las necedades siempre sorprenden a todos, pues el necio es audaz en atrevimiento. Su torpeza le impide advertir que desentonará con su conducta, y eso mismo le quita la vergüenza de hacer el ridículo.

El sabio se aprovecha más de sus enemigos que el necio de sus amigos.

Ser muy ceremonioso es uno de los vicios del necio, y con esta actitud muestra que su encopetada nobleza tiene poco fundamento, pues teme que cualquier detalle pueda dañarla.

Nunca cargues con los necios . Asociarse con los necios es un error de quien no los conoce, y un grave error de quien los conoce y no se separa de ellos. Son personas peligrosas para las relaciones superficiales, y muy dañinas para los negocios que requieren confianza y discreción.

El hablador es necio, censurador e impertinente: discípulo de la ignorancia, padrino de la torpeza y sobrino de la murmuración. No escuches al parlanchín, que no sabe lo que dice y menos lo que piensa.

Necio es el que muere por estar lleno de consejos a los que no hizo caso.

Google is building another sub-sea cable to improve their capabilities with Alcatel. https://cloud.google.com/blog/produc…o-south-africa

Below, a map of the current situation, not bad, isn’t it?

The key aspect of all this is the space-division multiplexing (SDM) technology. To summarize how powerful it is:

In 1858, Queen Victoria sent the first transatlantic telegram to U.S. President James Buchanan, sending a message in Morse Code at a rate of one-word per minute. In Q3 of 2020, when we turn on our private Dunant undersea cable that connects the U.S.A. and France, it will transmit 250 Terabits of data per second—enough to transmit the entire digitized Library of Congress three times every second.

 

Before to visit a customer and recommend anything, it’s always good to remember this picture: Think about this:

  • How much inside knowledge you really have?
  • How deep you know your customer?
  • How strong is your delivery to deal with the real issues?

 

The Art of Worldly Wisdom

Literally from Spanish “Manual Oracle and Art of Discretion”, it is commonly translated as The Art of Worldly Wisdom is a jewel I just found and that I will keep for years. The wit and concentration of significance of his words makes you think and question your self about many different life situations that you can face.

In a world where people write books taking 300 pages on a single topic, Baltasar Gracián does not expend an extra coma if it’s not required. As he comments on the book:

Some estimate books by their size, as if they had been written to exercise the arm, when their true purpose is to strengthen intelligence.

A Seat at the Table: IT Leadership in the Age of Agility

Written by Mark Schwartz in 2017.

Some notes from the book

Challenging questions:

  • What is the relationship between IT and the business, and how does it change as we introduce Agile and Lean approaches?
  • The way the CIO role is defined, conceived, and executed today is incompatible with Agile thinking.
  • Honest and open conversations are not taking place at the interface between management and Agile delivery teams.
  • Can we encourage shadow IT so that we can take advantage of all of the skills and enthusiasm that exist across the enterprise?
  • How “Open-Source” is your organization?
  • How do you empower your organization with an “Open-Source” approach?

Other notes:

Transformational projects are evidence that a mistake has been made. The worst of these transformational projects are socalled “modernization projects”—transformational projects undertaken to bring technology platforms up to date. But whether these projects are to transform business capabilities or their technological underpinnings, they are the result of poor stewardship of IT assets and old ways of thinking about IT governance and execution.

A transformational project occurs when the amount of debt has become too much to bear.

An example of this growing divergence is technical debt. Technical debt arises when the development team takes a shortcut to release a feature more quickly, leaving known imperfections in the code. This debt will need to be paid off sooner or later by improving the code, but for the moment, the feature works in production and users cannot tell the difference. As with any other debt, though, the company will need to pay interest until it is retired. Perhaps the code is poorly organized—future modifications will be difficult and costly until the debt is retired by reorganizing the code. This is neither an argument against pappardelle nor against incurring technical debt—companies often properly take on debt to finance activities. But too much debt can sink the company.

I don’t mean that standards are bad. Let’s just agree that they might be overrated.

Three major trends have dramatically altered the trade off between building and buying: virtualization, abstraction, and script-ability.

Notes related to risks

The Agile way to deal with uncertainty is to create options and then “buy” information to more accurately assess probabilities.

We build something, measure results, and thereby learn enough to cope with the uncertainty. “The purpose of measurement,” they remind us, “is not to gain certainty but to reduce uncertainty.” Uncertainty is still a given, but we want to drive out as much as we can until it stops being cost-effective to do so.

The main risk we should be worrying about is the cost of not meeting our business objectives on the designated schedule and at the designated cost.

A senior executive’s job is to manage risk. We often interpret this as reducing or mitigating risk. But really the executive’s job is to take risks, not to avoid them.

Notes related to quality

One of the hardest things to explain about IT to outsiders is why all this failure is considered acceptable.

Don’t build faster, build less