VUCA in the Digital world!!

VUCA in the Digital world!!

By Sairam Bollapragada & Rajesh Mohandas

Across the globe, all are now connected in unprecedented ways. This is both a boon and a bane, where we live in an era that is transforming and setting stage for the next revolution. Times when we were disconnected and every country operated in silo the challenges were limited to the internal affairs and the near border conflicts only.

With technological advances where today we look at a bright and secured future on one hand, on the other hand the unrest continues and is growing bigger day by day, conflicts, civil unrest, terrorism, ransom ware, cyber crimes, etc… are now integrated into our daily life.

The digital reality is shaking up some of the beliefs and compelling us to move to a more knowledgeable IT economy what with automation and AI which were limited to books, have finally come to the open challenging how that can transform every space of the life. Soon all white-space is expected to be filled with cognitive behavior and techniques. Automation is forcing re-wiring of skills for many of the IT workforce (read : https://itservicesdelivery.wordpress.com/2016/04/11/the-digital-era-learner-re-wiring-your-skills/ ) spelling end of the careers if not done.

Hence one can relate to the 4 key parameters of VUCA : Volatility, Uncertainty, Complexity and Ambiguity. Each of these factors are challenging the order of the day stuff and hence the need to cope with the same in the turbulent times.

The compounded problem statement with external influencing factors from market pressures, competition, shareholder expectations, stakeholders, are strong indicators, to the fact that the leaders will need to be hard wired to resilience.

The role of the leaders managing workforce, will be crucial and critical in shaping the digital future of any organization.  Most of the requirements to support a digital environment are not about the technology per se, but it is also about creating the environment to re-skill, create flexibility to be agile, adopt to changing demands, and groom the right talent for a safe digital future.

Let’s take each of the parameter at a time to see what it means in Digital world:

(V) Volatility: The nature and Dynamics of change that is blowing across the landscape mandates catalysts to adopt to these changes. The legacy of efficiency and productivity will no longer continued business anymore. Disruptive innovations are indeed unsettling dominant industries in today’s world. Hence the times call for compulsive innovation and a drift away from SOPs.

U (Uncertainity): This is a factor which reflects the lack of predictability and many surprises. Another indicator of this is the refusal of the current technology wave to move easily beyond the labs. The ever-experimenting mind-set is also reflecting that the solutions themselves are prone to obsolescence, from the very moment they are conceived with high degree of unpredictability.

( C)Complexity:  Multiple parameters built into the character of the issue spells complexity – be it chaos or confusion-led issues.

Complexity can also reflect multiple influencing factors which can unsettle easily. Complexity is good or bad depending on your strategy. Having a bullet proof strategy is impossible – nevertheless one should have a solid strategy to counter complexities and challenge the same.  Even if it comes with short expiry date (2 years) you should have one.

Digital space is getting more and more complex with each passing day rolling out a new platform, new innovations coming to light, new solutions offered, disruptive models coming to life, etc. Hence to deal with all these changes, a strategy for managing this change is mandatory and thus the

(A)Ambiguity : The fact that we only know 40% of how technology will fold into the lives and markets as an influencer, is a true reflection of haze in the Digital space. This then raises the question of business risk, which is quite a reality today.

At various levels of an organization, there are ambiguities relating to progression and growth, whether at organization level or career levels of professionals.  Except for the lexical meaning of the Strategic and Tactical approaches, the lines are thinning out.

Volatility, Uncertainty, Complexity and Ambiguity will continue to exist but what leaders today can do is to play a vital role and attempt to control the levers by moving in to a Hyperawareness zone of informed decision-making, and fast execution. Winning in the Digital Vortex is not just about algorithms, architectures or innovative business models; it requires organizational change and workforce transformation. And successful transformation is enabled by a company’s digital business agility, building on the fact that people are an organization’s most important asset. Hence, everybody is but compelled to think on the forward thinking strategies to adopt to the Digital VUCA scenarios….

Why existing estimation tools are not realistic for Digital Project Estimation

Why existing estimation tools are not realistic for Digital Project Estimation

by Bollapragada Sairam, Rajesh Mohandas, Dattatreya Rao, & Ravi Pandikunta

Digital for some executives is primarily about the technology. For others, digital is a new way of engaging with customers. And for others still, it represents an entirely new way of doing business. None of these definitions is necessarily incorrect. But, the variation results in piecemeal initiatives and misguided efforts.

Industry experts have started to believe that digital should be seen less as a thing and more a way of doing things … this creates complexities with respect to estimation, how can one estimate and cost a concept. In digital projects “basic concept” is a starting point for estimation, or at least an idea, but it’s loose and not particularly well defined. Sometimes that’s because there hasn’t been time to develop it or there simply isn’t the ‘appetite’ from the creative to think through the detail.

Unlike traditional development parameters, the Digital World carries many more and they are unique in nature, variety of products, applications, data bases, technologies, middle-wares, hosting types and the entire eco system. Few more elements such as, sensors/devices, platform/infrastructure, testing, integration, security, scalability, robustness, seamlessness are multi folded efforts in development.

 

Some cost estimation models used in software development today are

Cost Model Description Best Fit Environment Formula type
COCOMO Constructive Cost Model Large corporate and government software projects, including embedded firmware Logarithmic
COSYSMO Constructive Systems Engineering Cost Model Large corporate and government projects, including embedded firmware and hardware Logarithmic
FP Function Points Software projects of all sizes, mainly desktop OS based platforms Linear
WMFP Weighted Micro Function Points Commercial software projects of all sizes and environments, including embedded firmware Linear
REVIC REVised Intermediate COCOMO Large military software projects, including embedded firmware Logarithmic

Some typical challenges with traditional estimation techniques in software development:

Unlike other industries, here often the estimates are done with partial data and sometimes with incorrect data, too. Several techniques / tools have been introduced over the years to make the process systemic and not a gut-based guesstimate. However, lapses still occur and this is still one of the toughest to-dos for a project. Following are few more parameters

  1. Poor design: Poor design results in unnecessary code tweaking and heavy-duty maintenance applying pressure on schedules.
  2. Not splitting the tasks enough: Most common method is to split project tasks into a WBS, but sometimes they are not broken enough to be conceptualized with clarity.
  3. Top to bottom scheduling: This is a practical problem one needs to deal with. Instead of doing bottoms-up estimation, most projects start with – “I need this done in 6 months” and then a work breakdown is done where the task estimates are retrofitted inside these 6 months.
  4. Factoring the dependencies right: Often, an external dependency or a decision point is missed-out causing the project to suffer, this is “coordination neglect”.
  5. Factoring right buffer: This is a common challenge and there is no simple formula here.
  6. Analogous Estimation Risk: Often, project estimates are done based on an expert judgment or from past projects’ experience. While picking an analogy and mapping the estimate might seem like an intuitive thing to do, it’s often risky because of the numerous variables in a project and the unique elements and dependencies, the people involved and their skillset, diverse tools and technologies adopted and the infrastructure and resources in place.
  7. Ignoring Team Capacity: There is a lot of debate about what unit or estimates need to be factored – should we measure complexity, time or effort? Irrespective of what unit is followed, many Project Managers tend to ignore considering their team’s capacity. It seems obvious that different people would take different time to code, but when we draw estimates, we come up with a standard effort estimate.

One other challenge is not only the technology but also the periphery elements on the topology, network, security and emerging areas like Artificial Intelligence, Autonomous vehicles, Cloud Manufacturing and 3d Printing, IoT and Connected Devices, Robots, Drones, and social media platforms couple with decisions on the emerging approaches like DevOps, Dockers, Microservices etc… add further complications into the estimation cycle.

Changing expectations from the customer are forcing service providers and manufacturers into a hyper personalization spiral, thus adding cost pressures. In these cases, the technology needed to solve our problem is well established indeed; in fact, it’s possibly the most important technical innovation in the history of humanity ranging from B2B, B2C, B2M, C2C etc…

The players in the market too have made the situation complex, though each provider promotes “On Demand and Pay as you Go” models the terms and conditions are quite different, for example the pricing metric in case of AWS is number of messages, Cisco looks at Cellular, GE bills on number of instances, IBM looks at data ingested and bills accordingly, Microsoft costing is depended on Number of messages, devices and feature set while SAP looks at an annual fixed subscription model and there are many more such elements to consider in your costing model…

The exponential growth in the technology as well as diversification of the same, new solution components, hyper-personalization, and other needs, all mushrooming towards building of modern solutions; but one cannot ignore that there is a dire need for building standard cost estimation frame-works where the conventional methods cannot be afforded….

The THREE “R”s as outcomes of Automation!!

The THREE “R”s as outcomes of Automation!!

By Sairam Bollapragada

IT has been predominant for its people and associated costs. People have been the epicenter of all the transformation/automation and the benefits measured have always hovered around the people, the efforts, their packages and associated costs.

These are the days of automation, machine learning, artificial intelligence and introduction of robotics. We are creating digital workforce, in a big way to transform the way we deliver solutions and services today.  Due to cost pressures, many times, evidently the quantitative savings take advantage over the qualitative ones. The more demanding clients do not budge on either.

The bi-modal approach on what you can do better with our existing work in your scope as well as what else you can do with our other work with other vendors is becoming a natural ask by clients. This then creates the platform to compete and who brings what to the table matters. While everybody seems to be selling the concepts and ideas, the rollouts from adoption is slow as indicated by a recent report. Hence, the benefits slowly reflected in the books.

Many a times, the teams are not able to articulate the savings and calculate on how do we arrive at the magical savings number and translate that to dollars. The efforts thus required to deliver the same service with the productivity improvements should lead to benefits that can needs to be captured and reflected.

All the benefits can be thus, categorized into THREE R’s that relate to the people aspect as follows:

  1. R1: Resize: when transformation/automation saves engineering effort and hence the cost of solution/delivery drops, you can release few team members. This resized team can deliver the same volume of work or keeping the same team size can take up more work. In typical annuity projects, one can re-plough the saved effort to create additional work in terms of additional tickets or CRs, either with no drop in revenue or additional revenue.

 

  1. R2: Restructure: while betting big on outcomes of automation, one can expect the productivity of the team as a whole to gain upward momentum. This should lend the capability of the higher end of the pyramid to delegate the some of, if not all their tasks to the lower band teammates. This is a true indicator of productivity improvement.

 

  1. R3: Resite : In all engagements, many times we come across mandatory set of tasks that should be done onsite or at client’s site. Transformations/Automations can also bring in the capability to move those tasks offshore bringing down the cost of solution or engagement. This may add to your bottom lines or you may choose to pass on the benefits to the clients. Whichever way, more presence of tasks at offshore has always been a strong indicator of confidence levels of delivery as well as capability of the team.

However, when it comes to benefits @ R1 or R2, there is strong feeling that it only leads to job loss. Positively put, it can aso mean the higher band resources can be released (and if they are very capable) where they can be deployed for account mining or/and other transformational consultant roles to demonstrate technical prowess or thought leadership in different areas – both  focused at increasing the footprint from growth standpoint.

If we don’t embrace automation/transformation, somebody else may move your cheese. Till the outcomes hit the financial books, the last mile is not accomplished….so, we must compel ourselves to drive these market-mandated changes, as long as the choice is still with us….

The Railway Fleet Planning – Digital way!

By Sairam Bollapragada & Rajesh Mohandas

In our last blog on the topic (https://itservicesdelivery.wordpress.com/2016/11/30/digital-in-rail-fleet-management-a-viewpoint/), we had a perspective about the railways fleet management.  In this sequel, we wish to bring on the aspects of Fleet Planning through levers from digital perspective and highlight a few important KPIs today as eyed by the railway planning commission. Fleet planning for any logistics entity is a continuous activity.

Fleet planning basically need to answer two most important questions, which locomotive is needed where and when – and when to acquire (buy / hire) one.

The most critical KPI the fleet planners need to be equipped with is a 360-degree view of the enterprise connecting the decision makers with information regarding its Vendors, Customers, Fleet Assets, the market intelligence to meet expectations. The very reason for such an infrastructure lack exists today due to disparate and disintegrated systems where in most of the countries data collection is still manual in many ways.

The rail network is increasingly busy – the number of passenger journeys made has risen by 70% across the globe over the last decade while US alone operated 1,471,736 freight cars and 31,875 locomotives and originated 39.53 million carloads (averaging 63 tons each) generating $81.7 billion in freight revenue for FY ‘16. So it’s important to make best use of the capacity through effective timetabling, and the right decisions about where to invest in developing the network, Planning and operating the network as seamlessly as possible in line with the existing and future demand. A few of the global KPIs measured and monitored by all railway operators are

  1. Asset Utilization (Train Km per Track Km)
  2. Efficiency (Planned track possession KM hour per track possession km hour)
  3. Service Quality and Reliability (Trains delayed due to Infrastructure)
  4. Innovation and Growth (Average relative age of fleet assets)
  5. Accessibility (Service coverage) and
  6. Safety (Accidental equivalent facilities per train km).

 

  • Asset Utilization

Logistics have a single goal even in asset planning, targeted at effective error-free stock management. Knowing item location, quantities on-hand, stock-outs, re-order triggers, space and scheduling, and how to minimize movement and manage assets in a harsh, high pressure environment, demanding growth patterns are only some of the challenges faced. Planning commission of Railways is constantly worried about the aging vehicles and tracks that need constant attention beyond the environmental and safety threats. Another critical area is to ensure consistency in operations while maximizing utilization. The statistics International Rail Journal show freight traffic is at a seven-year high with revenues reaching over $70 billion and customers are continuously demanding faster cycle times.

Focus on investments in real-time data analytics for smart DSS and IoT based sensor analytics solutions is mandated to provide critical continuous inputs to the fleet and asset planning exercise with constituent factors addressing the mobile workforce, data mobility and data quality for the fleet planning and management.

  • Efficiency

Railways use real-time telematics data and all the data that can be collated from the sensors and actuators to monitor, improve, optimize, the fleet plans with a singular goal of peaking at the efficiency of the operational process excellence. Apart from efficiency, the continuous need to reduce energy costs and minimize human intervention, reduce maintenance costs through real-time diagnostics and predictive analytics, eliminate waste in fleet scheduling through fleet instrumentation. Efficiency and productivity can be increased multifold leveraging intelligent technology, like digital tagging that can be automatically read without the need for a direct line of sight; towards a more real-time inventory intelligence, replacing all other manual efforts required otherwise.

  • Service Quality and Reliability

Railway infrastructure is under consistent heavy stress to do more with limitations at physical expansion. In countries like India and China where the fast-demands-up is a way, the need for better reliability, safety and QoS without much physical elbow space for infrastructure capacity increase is a continuous challenge.

Clubbed with this is to operate with the optimized OpEx with increasing pressure on the price point which needs to keep low as alternative completion threatens. Even passenger services are facing such a price competition from roadways and low cost Airlines. Customer satisfaction is what guarantees the future of railways. Predictive pricing through predictive analytics is increasingly finding space in the planning exercise to ensure all such pressures are catered to. The same holds for fleet procurement and phasing out plans for the obsolete fleet elements, etc.

Also it is an era of two-way communication between the passengers’/business houses and authorities leveraging mobility solutions as a constant feedback on improving the above continuously.

Some areas technology is being leveraged today is addition of intelligence with sensors for cold storage, capacity utilization and mobile-based condition monitoring, improving quality of the systems that trigger warnings, alarms and alerts generated after an event, incident or action by advanced measuring and modeling methods to eliminate the need for maintenance intervention.

  • Innovation and Growth

With Digital levers opening up doors to innovation and many impossibilities like real-time planning, open traffic data, social customer service, should ring in few disruptive trends around. User experience will increase manifold if the Digital fleet planning includes disruptive innovative features for better customer satisfaction and experience.  The solutions would need changes in the approach to planning based on user priorities, data flows, and dynamic response to disruption.

Another factor to fleet planning is the increasing need for an integrated and intelligent network leading to sense demand, measure performance, and monitor physical asset health.  Intelligent systems to respond in real-time to manage capacity and predict /avoid disruption.

Automation and safety will be another area of prime focus where exponential potential of the cognitive techniques will be relied on to save millions of lives, assets, pressing insurance industry as well to innovate.

Collaborative platforms for public and private will be created to meet the mobility challenges while fleet planning exercise would need to take innovative strides to take advantage of creating “low costs to scale” with high levels of participation globally.

The disruptive need to get the Innovation into the DNA of the Fleet Planning is seen as with the advent of autonomous vehicles and improved freight management. Legacy infrastructure is gradually being replaced by train management systems in which trains become interconnected communication hubs, transmitting data among themselves and to network control centers, and receiving instructions from control centers. M2M communication, with a dash from cloud, enabling operators to utilize equipment, tracks and stations more efficiently, while dramatically reducing safety risks. The IoT can further improve the system’s level of automation and its integration with the signaling system.

But all this needs meticulous planning. The yearly railway budget, coupled with a plan laced with the deadly combination of mobile-cloud-analytics as technological levers can bring in drastic improvements in fleet planning.

  • Safety

Though mentioned last, the railway safety is not merely an area of utmost criticality, but also poses challenges to the R&D to continuously create safety access mechanisms deterring crimes in railways infrastructure. As we incline more towards better digital equipped railways, an equal emphasis becomes mandatory for tighter data security and more on physical safety of the railway assets. While planning for the fleet through the year, a Q-o-Q Security is recommended to ensure all aspects of safety are addressed.

Today globally, we have 48,000 locomotives, more than 1.4 million rail cars and enough rail to circle the earth more than 13 times, railroads are relied on heavily by civilizations that be. To keep the vast 140,000 freight rail network and the equipment moving across it SAFE is definitely not an easy task for all the railway boards. The rail safety standards across the globe is getting addressed through the ISO/TS standards.

Managing high density areas challenges traffic regulation. T2T (Train to train communication) communication will allow drivers to understand the speed best adopted to ensure smooth flow of traffic. A real-time dashboard with surveillance video providing access information, where on board and ground staff are all on the same page for the traffic information, all powered by intelligent data gathering-dissemination systems, all alluding to predictive actions in the ecosystem providing safety as well as better functioning.

Digital features like sensors for diagnosing the condition of a motor, infrared sensors for counting the number of passengers, high quality on board internet connection, a suitable information system, onboard information kiosks, create rolling stock in order leveraging technologies, etc. Sometimes cost of such facilities on larger scale can be prohibitive and hence should be factored cautiously into fleet asset planning in a systematic phased manner.

However, the data points across rail locomotive logistics across the globe show that there is a drop of 14% on insurance costs, a drop of 15% on fuel costs, 21% drop in labor costs, 30% drop in operating costs and 21% Upward trend on safety and a similar 19% increase in profitability – all indicators to the fact that the railways across the globe are drastically improving. However, when all this can be factored into the fleet planning across railway authorities  it would be a perfect recipe for an outcome based fleet.

Digital Transformation: Looking Outside for a Change Agent?!

-By Sairam Bollapragada

Every Organization is wanting to go Digital but having its own share of challenges on route to the Digital Transformation. The struggle is not so much with technology which is a given. The challenge is with the DNA of the organization which has been in existence for more than 2 decades and the standard operating procedures (SOPs) have got ingrained into the constituents of the organization. Change is a hard reality and people naturally resist. The resistance is not just about the change, but is more about being compelled to accept the change pushing them off their comfort zones.

When we talk about digital transformation, it is about the journey straddled with the change in human behavior, the cultural change, the change in communication, the change in offerings, the change in skill-sets needed to service the digital client, the change in mindset and leadership, etc. Change happens one step at a time but here we need to bring in a phenomenal change across the organization- many steps at once, across the skills, the mindset, the ways in which we plan and execute, the way we design and create the solutions for the future, etc.

While everyone is aware of the benefits, lets refresh the salient 5 benefits here:

  1. 63% improved customer satisfaction
  2. 49% increased lead generation
  3. 75% lift in engagements
  4. 46% better client conversations
  5. 53% higher traffic

 

Some facts and figures to refresh the challenges to Digital transformation journey: While 35% of the companies are >80% digital, 68% are hoping to reach there in the next 5 years; while 39% of the challenges are in establishing the right operational and governance model, 39% are around evolving the company culture; as common drivers, 50% evolve around customer expectations, while 45% are due to rapidly changing competition in the market; and the list continues…

Let’s look at 5 Digital Strategy points (one should look for while stepping into the digital strategy):

  1. A Digital Strategy positioning Technology as a potential differentiator:

Digital is more about how fast an organization is able to adapt to the changing expectations of the market and prove you have the sustaining technological ability and agility to change at that speed. Hence a good and sound strategic plan to prepare the organization for the upcoming technological change that is not only vital but absolutely critical for survival. 80% of the companies report that their companies are getting processes and tools to expedite Digital roadmap, but actually only 46% aim to overhaul customer services. Digital is a space where Technology can both be a solution and a problem.

  1. The CxOs would need to lead from the front: The leaders must play a very critical role in this Change management with nothing less than absolute involvement to demonstrate their willingness to learn and drive the change themselves. The leaders must spend a lot of time with the digital strategy team to understand the context and lead the future blueprint from the front. Every part of the organization must be so synchronized in the blueprint, that it would become a seamless means of accomplishing the singular organizational Digital objective! Though 88% of companies report undergoing Digital transformation, actually only around 29% have mapped digital customer journey and know where they stand.
  1. Create an Organization structure that will be built for Speed, Agility and innovation: Decision making should be given top priority and right people should be moved to the right positions in order to create a very strong sustainable structure – challenging the traditional and the obvious challenging organization constituents and their conventional standard operating procedures. One should target to remove all the potential silos (read threat) not allowing the politics of the organization to hamper the future prospects and final successful end-goals. As an organization every client wants you to innovate uniquely and exclusively for them. Hence the need to pick the right (enabled)leaders who can take smart quick and compelling decisions, though hard, in a very timely fashion.
  1. Outside in view: For two plus decades now, the IT industry has been working in a community manner which has built very strong intertwining relationships between team members with various flavors of emotions, bonding, sentiments and strong linkages. However, the casualty of such organization is its being detrimental in the transformation. Hence to bring in required changes, professionals with immense unlearning and re-incarnation mindset are the need of the hour. Hiring/positioning creative consultants or even workforce, with innovative mindset is more critical than just the experience. This is more observed in larger entities where the larger and longer the team’s existence, the harder to resistance to change.
  1. Cultural change: The thinking of the new generation which has channeled so many startup entities around is a mix of forceful strategy, fearless thinking, innovation through Technology and creative market offerings. An organization marred with Legacy – non-digital businesses and annualized (operational based) economy, these traits will be hard to get from within. Resistance to adoption of new ideas, accepting the new market expectations, creating disrupting growth strategies, coupled with new disruptive generation thinking will double the challenge for the legacy entities – culture being the biggest challenger. Unfortunately, only 63% of the companies feel that culture is a major challenge while remaining 34% sort of agree.

With the complexities of cultural inertia, organizations are being compelled to get the Change Agents outside the organization. This trend has become inevitable when the leaders realize that there is a dearth of talent of such kind within the organization. In many places majority percentage of strategy looks at hiring innovative talent from outside where you can bring in an outside-in viewpoint with dispassionate recommendations of building a potential digital organization of the future. Many experts believe infusion of external talent can ignite the digital transformation much more easily. However, there should be heavy involvement of HR to ensure the moves are not abrasive in nature and the sensitivities are handled with utmost caution.

In addition to the above, the learning and training teams would also need to play a critical role by launching few initiatives like:

  1. Digital by Mentoring: Bring in mentoring of batches of folks under capable Digital leaders. These mentors should have a true capability with knowledge and ability to transform handful of associates.
  2. T-C-H: Training+Certification+Hands-on: mere training of employees may not be a great help but a good certification (internal or external) to gain confidence (self and others), added with hands-on experience in the digital labs would greatly benefit the individual and organization.

I would pause here for you to take a note and will come back with the metrics on Digital transformation of the Organizational Change Management in the next sequel of this….Till then, Happy Digital Transformation!!

Digital in Rail Fleet Management: A viewpoint

By Sairam Bollapragada & Rajesh Mohandas

Rail is a vital service to global society and the transport backbone of a sustainable economy. Many of the Rail entities around the globe are sprinting towards Digitization.  In the Global Vision for Railway Development (GVRD) document by the International Railway Research Board (IRRB) the core themes include delivering smart solutions as regards to safety, security, punctuality, availability, accessibility, seamless operation, capacity, connectivity and sustainability. These are the critical success factors of a rail network across any country.

The overall rail supply market has witnessed a substantial growth at 3%, driven for the main part by the Asian Pacific region. At over EUR 159 bn, the world rail supply market has reached a record high level. From a product segment perspective, the largest contribution to the market’s growth in the 2013 – 2015 stemmed mainly from the rolling stock and services segments. Added, these two segments clock at 72 % of the total rail market in the 2013 – 2015 period; and still growing. In line with overall market growth, the infrastructure in operation grew by 26,000 km, primarily in the urban and very high speed track segments, with track infrastructure in sum reaching more than 1.6m kms of urban and interurban tracks.

Some of the salient points to understand and take forward in this segment are:

  • The bulk of the additional track kilometres are attributed to the Asian Pacific region due to the construction of new routes in China and India.
  • As reported by UNIFI: European Research Firm, the total market for rail supply is set to continue its growth of recent years at 2.6 %. The rail supply market is foreseen to reach approximately EUR 185 bn per annum in the 2019 – 2021 period.
  • The highest growth rates are expected in Western Europe and Africa/Middle East, 3.1 % and 3.0 % respectively.
  • Frost and Sullivan claims in its research report that Europe alone is set to replace 10,298 locomotives and 1,860 rail cars between 2015 and 2022.
  • With the above, Africa and Middle East market size is expected to double by 2022, while India and Malaysia in the coming 5 years will see 2x infrastructure expansion.
  • India and China, due to the population challenges, are considering increasing the network length to lower the load while in Argentina, Brazil, Canada, Russia and the US private fright operators own most of the rail network.
  • Spain, France and Turkey are expected to have the largest networks by 2022.

Growth Brings Challenges and opportunities too…, one of the areas where the challenges are widely seen is the FLEET MANAGEMENT, the exponential growth followed with high expectations and customer experience certainly needs to be addressed and people are now looking at DIGITAL solutions to ease Strategic and Tactical Operational issues. Key issues with respect to Fleet Maintenance today can be broadly categorized as below:

  1. MAINTENANCE PROGRAMME REDESIGN by comparing experiences of key maintenance approaches and methodologies to assess how each impacts cost and availability, energy flooring and driverless pods become the innovative elements of redesign driven by cost of Energy which is the biggest expenditure incurred by the railways.

  Not to forget the railway telematics through plug and play applications on mobile devices allowing you to report the availability and utilization of locomotives. If we bring in more rigor into planning, safety, operations and execution, with the existing railway infrastructure, we can take an additional capability of 40% through digital means and so on. The overall operational aspects can be improved through digitization as is being proven over the past few years.

  1. INFO MANAGEMENT by examining approaches and new systems for transforming raw data into information to optimize maintenance planning and cost-effectively trigger automatic maintenance operations leveraging the power of BIG DATA and ANALYTICS. Analytics can help us in bettering the routing algorithms, better connectivity, and hence multiple better options, optimize operational costs, a more reliable railway, a better dashboard in the driver’s cabin plugging in critical information for increasing safety (helps avert any mishaps when trains need to cross busy junctions), reliability, punctuality, arrival accuracy, planned travel duration, SoS,etc.
  1. REMOTE CONDITION MONITORING: with so many locomotives on the move, one should continuously know about their health so that you know when it needs attention. One can create the ecosystem whereby all the drive-data is stored (on cloud?) and enabling immediate notification for any anomalies. It will also allow you to anticipate a potential problem and help plan a predictive maintenance. Drones will play a vital role in predictive maintenance and improved security. Electronic tagging or cargo for reliable tracking and reduced delays will improve remote monitoring efficiency.

While solutions like Smart windows are a given for an enhanced customer experience, the bigger offerings are around features like wireless locomotive monitoring and checks for better asset utilization, optimized asset planning with reduced shed times, near real-time locomotive inventory, with component level monitoring bringing in huge efficiency in the entire maintenance processes.

  1. RELIABILITY-CENTRED MAINTENANCE by Identifying a best practice model for applying RCM and examining the extent to which the methodology has increased reliability and eliminated unnecessary maintenance costs leveraging the power of Artificial Intelligence. Swarm robotics is another area for future transport and infrastructure projects, the intelligent robots will be used more and more for repair and maintenance activities. Automatic Gauge change for cross border travel powered by IoT will be the new norm.
  1. MANAGING SUPPLIER CONTRACTS by Identifying opportunities to increase control of the supply chain with optimized material costs through efficient supplier contract management and using Cloud based solutions coupled with Social CRM applications as the global consumption of resources will nearly triple to 140 billion tons per year by 2050. The Fleet of tomorrow will be digital enabled with virtual shopping mall experience for the user to benefit adding convenience and ease.
  1. EXTENDING FLEET LIFESPAN: Optimizing component life-cycle, fleet connectivity, fleet integration plans and obsolescence management to extend lifespan of the fleet with the best in class asset management solutions that can be plugged into the existing architecture. Advances in nanotechnology may lead to new materials that are lighter, stronger, smarter and greener. Availability of information of a hub-spoke inventory management through mobility services from the cloud stored data for access will enable Just-In-Time services optimizing the shelf dwell times and hence the level of re-orders needed to be maintained.

While the above 6 key factors can be essential to improve the operations and maintenance, there are multiple other areas (both Strategic and Tactical) like Fleet Planning, Fleet Acquisition, Fleet Distribution and Fleet Disposal which are being addressed leveraging Digital Technologies. We will discuss in a sequel about how the Digital world would bring about strides of changes in these areas. Collaboration between business and IT will drive efficiency and strengthen engagement benefiting both the industry and the economy.

The best way to predict the future is to invent it.” …our focus and goal in line with Digital 2020 should be to tap into these opportunities and assist the players overcome the challenges in the  Collaborative Digital Transformation that will enable a Win-Win situation, thus embarking into a new journey, partnering and contributing to the overall GROWTH…!

After DevOps, now OpsDev??

After DevOps, now OpsDev??

By Sairam Bollapragada

The techniques and improvements in Software Engineering will never cease to challenge us enough! The thought process of having a better servicing capability leads us to ensure we are continuously innovating and serving the customers better each time as the fear of losing them lurks all the time.

On the other end, with the onslaught of IoT and Digital, the Customer connects have been peaking with personalization being major focus. The lives of mankind will never be the same again as technology is slowly inching to grab the driving wheel of the lifestyle. Let us begin with the following scenario :

I want to get the best of my weekend for my family where we would like to go to a movie of our choice, do some grocery shopping for the upcoming week, and also play with my kids at some gaming arena. Obvious choice seems to be a mall. However, I would like to make the best of the time available and hence not try to invest time on traffic. Hence the inputs I would like to have at my disposal would be where does this movie show with high probabilities of getting my tickets, in a place where I could also do a little bit of grocery shopping with my needs being available, and not too far (if not within the same campus) for the gaming. I cannot book a ticket for the movie since the mobile application for the same will tell me about the movie tickets availability but cannot help me to find out the status of the traffic to the place. It also cannot tell me if the grocery shops do have what I need as well as the rush at the gaming arena.

Imagine if all these data sets were being provisioned by different apps, I would keenly look at some ways to consolidate and help me with a decision…more so if these points were not all co-located.  If there was an application which could cater to such consolidated needs, I am sure people would love to have them to help ease their decision making. I can foresee that in the no-so distant future where we would have predictive analytics and customized services being rolled out to help such needs.

This brings back to my another article (https://itservicesdelivery.wordpress.com/2016/05/05/digital-manufacturing-through-industrie-4-0-2/) where there is emphasis laid on growing needs for Value Added Services. Hence all the service providers above need to tie up with some service provider who can aggregate the needs from one single user to another user and provide the valued information about traffic times, service availability, any special attractions or sale or bargains (if that is what you are looking for), etc.

From a Software Engineering standpoint, while the process of developing such VAS starts with the developer-based challenges, the outcomes are more operational in nature. This is DevOps.

When the focus shifts with starting point being with the customer, the OpsDev come into picture. In the above case, the objectives of the customer (end result) is what will drive the requirement. The orchestration between different and disparate sources of data calls for an agreement between the data providers, their availability, their need to exchange the same in real time so that the best results can be provisioned to the end user. Hence the journey to reach through a maze of dependencies on what is needed when and how it gets into the stream to the end service point always plays on the mind. The parameters in crafting such a personalized that need to be taken care of like infra-security, infrastructure availability and SLAs, compliance, data privacy are given top priority. Modeled after simulated environments to create the feel of the entire development lifecycle with stubs instead of finished components, one can build an early patterns on target environment behavior (allowing automation of the same), all helping to auto-build-and-deploy mechanisms saving huge time in troubleshooting environmental dimensions while also getting in place the sync between pre-prod and prod environments. This can not only lead to better outcomes, the QA part is also taken care of saving cycles of back and forth.

The release pipeline orchestration between various environments acts as a catalyst enabling automation and move-in-parallel philosophy. Simultaneous pipeline releases comprising a major release with least error-prone move-to-production can be visualized and planned. The parallelism thus enabled comes with high quality throughput and interdependencies are taken care of through the commit pipelines.  A QA gate to do your checks and validations can be built for releases that are appropriately approved by production co-ordinators to ensure right deployment schedules are adhered to.

The OpsDev production controllers can also ensure that the orchestrated releases are integrated with the ITSM and relevant monitoring processes through a change management process. The planned releases are published to all the IT application owners through the release dashboard which then follows through the request for review and approvals. The deployment is flagged off once all approvals are in place and falls into the normal ITMS cycle thereon.

Circling back to my movie and grocery and gaming, the smooth information provisioning will be an outcome of an impeccable orchestration between multi-channel, multi-device, multiple-needs at real-time helping to plan an effective weekend – following OpsDev principles – Outcomes upfront!

Smart Living… the Energy Factor!

Smart Living… the Energy Factor!

By Sairam Bollapragada & Rajesh Mohandas

The highest consumption rate in today’s world is of fossil fuel. The twentieth century saw a rapid 20x increase in the use of fossil. The consumption of these fossil fuels continues at a high rate which means once we have used up all of them, we need to rely on alternative sources of energy such as solar, wind and hydro power to meet our daily needs. This sounds quite scary, but yes, this is the truth. As per a research report compiled by IEA (International Energy Agency) average energy use in the last three decades grew at 10% per person per year globally.

Statistics show developing nations consume more energy compared to the developed ones while the world overall grew by 39%.

ECR

 (Data from International Energy Agency)

Industrial users (agriculture, mining, manufacturing, and construction) consume about 37%, Personal and commercial transportation consumes 20%, Residential consumption at 11%, commercial consumption stands at 5%, The other 27% of the world’s energy is lost in energy transmission and generation…

The concept of getting more awareness in developing nation is though a bigger challenge but will catapult them to become a nation better planned when developed and refrain from being in an irreversible position where you cannot change things.

There has been a veritable explosion in the number of electronics, appliances, and other miscellaneous devices plugged into, or permanently connected to the outlets in our homes that are consuming electricity every moment. The NRDC (Natural Resource Defense Council) conducted a study and found that 23% of power consumption in the average household (roughly about a quarter of your electricity bill), is paid for no good reason but for the idle load electricity which is consumed by various appliances like Computers, Digital equipment’s, electrical outlets and others… in sleep mode. The rush towards the new age innovation and connected devices to an extent where a home refrigerator can now play music and pop up a twitter feed on its display is consuming energy more than what it is actually meant for, Alas… the engineering, some devices actually can be designed such that the energy consumption is minimum and that’s is what we believe Smart equipment are all about…!

India, a country with a population of 1.27 billion and GDP of nearly 6 Trillion has 60% of its power generated by Coal, the electricity demand growth stands at 10% to 12% per annum. Power deficits range between 4.3% to 5.4% and a percentage electrification of 67.2% across the country.   India has an installed capacity of ~350000 MW out of which 12.75% is renewable energy generation capacity. India operated with two power exchanges IEX and PXIL. India has also grand plans on going smart in the power sector in all three areas Generation, Transmission and Distribution.

A study indicates that some power vendors are still working in the old inefficient ways and these power plants typically only turn about 30% of the energy input into usable electricity. We are losing up to 70% of the energy in the fuel at the start of the process and the end user like us in our homes and offices are leaving open the energy sucking vampires in standby mode and charges connected one end to the power plugs dangling unconnected to any device at the other, we should take conscious attempt to drain energy vampires by unplugging electronics and appliances we seldom use.

How can we leverage Technology?

Home automation technology is becoming as synonymous with sustainability as it is with convenience. Incorporating smart home technology into a new or existing structure makes it easier to reduce energy consumption. Easy monitoring of their power, heat and hot water usage helps households and workplaces get to grips with their energy consumption habits. Experience shows that it is possible to save around 20% of energy consumption simply by changing user behavior.  With the advent of Internet of Things and convergence towards Smart City initiative user comfort along with energy efficiency focuses on correct operation of building automation devices and systems. The communicating and connected devices can help us integrate energy-saving smart lighting controls, power controllers that turn appliances off automatically and programmable climate control systems.

  •  The energy vampires can be eliminated by use of Smart Strip – a device that automatically detects when you have turned an item off and completely cuts power to a device so it stops drawing electricity and provides surge protection saving 23% of our power bills.
  •  19% of global electricity generation is taken for lighting. Sensors which are capable to detect motion can be great help. LEDs today are using 85% less energy than incandescent bulbs. Research shows LED efficiency is expected to double from the current 125-135 lumens per watt to 230 lumens per watt in the next few years.
  •  Thermal conditions at homes or offices helped with programmable thermostats allow us to set the temperature automatically. Motion sensors in the rooms to start and stop the heating and cooling systems and decrease the amount energy consumption to an extent of 7%
  •  The emergence in solar power technology and India focusing on use of 20,000 MW of solar power by 2020 is a golden opportunity to leverage this technology at homes, we already are using solar water heaters and can extend this technology at homes for our lighting and other needs too.
  •  There is an emergence of Ultra Efficient heat pump systems, for example a fuel-fired, multi-function residential heat pump that can reduce primary energy consumption by 30% while a low-cost gas heat pump is designed to reduce heating costs by 30% to 45% compared to conventional gas furnaces and boilers.  Oak Ridge National Laboratory and General Electric are developing a new type of clothes dryer that uses a heat pump cycle to generate hot air needed for drying.
  •  The real smart technology focusing on energy consumption is the invention of Smart refrigerator, a revolutionary new type of refrigerator that uses magnets to create cold, instead of vapor compression technology with water-based cooling fluid which is 70% more energy efficient.
  •  While we are very much using our common sense today to open the windows and use the sunlight instead of drawing heavy curtains to them and light up the home, Lawrence Berkeley National Laboratory and Pella Windows are working on new highly insulated windows that use sensors and microprocessors to automatically adjust shading based on the amount of available sunlight and the time of day to ensure proper lighting and comfort, saving consumers energy and money.
  • Another mechanism that is driven thru the emerging technology is a system could use the GPS function of a smartphone to automatically put a home in away mode when a person leaves a property. Some companies collect and analyse energy usage data, whether it’s two-way power meters or smart thermostats, to tailor heating and cooling settings to specific buildings, on the other hand Cloud-based services can lower energy bills further. Utilities, for example, can reduce power usage during peak times through smart thermostats.

Technology indeed provides us means and ways to become smart in leveraging the same and the key is sustenance at least cost and being smart at saving our reserves for the future generations adding to it a saving on our power bills to not less than 50%, we’ll also push towards a more sustainable, convenient living situation.

It’s all about making smart energy choices in a smart city opting to live in a smart home filled with smart equipment’s and be a smart human making smart choices

 

The KM role in “Staying Relevant” in the Digital Age

By Sairam Bollapragada & Bhuvaneswari Valluri

KMChart

A recent Google Trends chart shows a spurt of interest in digital transformation from May 2015 to taking precedence over mission critical activity that has been the trend in the last couple of years. India tops the charts with a 100% interest followed by Australia at 75% and United Kingdom with 51% interest rate. Given this focus, and considering that technology once “belonged” and has/is become(ing) “open”, organizations worldwide are finding it difficult to deal with the abundance of information and knowledge assets being churned out.

While much of the above is freely available on the internet, knowledge workers and subject matter experts within the organization are largely unable to capture their expertise and experiences quickly enough to proliferate across – a natural transmission loss hence.

Businesses and customers alike are constantly demanding change and challenging the status quo.

The desire is to leverage emerging and disruptive technologies providing a competitive edge and building uniqueness into products & services, and ensure faster growth. The technology space is evolving faster and quicker than our imagination (refer: https://itservicesdelivery.wordpress.com/242)

Organizational speed and agility remains, key! Improved productivity, streamlined delivery, and higher levels of customer satisfaction are a few demands. In the process, organizations are generating that much more knowledge to present the world with alternate solutions to a multitude of problems and needs. But, organizations cannot afford to be data rich with poor insight. Availability of right information and knowledge at the right time continues to be the need of the hour. Organizational memory refresh needs to be that much quicker.

Knowledge acquisition and its conversion to explicit knowledge still remains a challenge. We need to be get more structured around how we want to manage information. The new smart knowledge management system (SKMS) is supposedly a hybrid knowledge-based decision support system that takes information and sends it through four macro-processes: diagnosis(base or integration layer), prognosis(analysis layer), solution(solutioning layer), and knowledge(finds solutions to issues and presents alternatives based on past experiences), in order to build the Decisional DNA of an organization. The SKMS implements a model for transforming information into knowledge by using sets of experience knowledge structures by leveraging Communities of Practice.

Heavy focus on Centralized KM repositories is essential and must be kept current with an inflow of latest information while ensuring redundant and outdated information is weaned out regularly and with shorter lifecycles. KM processes for the capture, storage, sharing and archival of knowledge assets have to be that much more efficient, quick and effective. Organizations that have invested in KM practices are making headway by focusing on smarter knowledge management frameworks and adopting tools and mechanisms, SEO, improved usability, tagging content to ensure relevant and faster search results, mobile interfaces to ensure availability of knowledge while on the move, etc. are trending this year.

Employee  learning and unlearning curve becomes that much shorter and challenges managers to keep pace, stay relevant, make decisions based on critical factors that can also include — availability of training by experts (external and internal), and individual employee attention and memory span.

Microsoft’s Satya Nadella says, “We are moving from a world where computing power was scarce to a place where it now is almost limitless, and where the true scarce commodity is increasingly human attention”. Interestingly, Microsoft recently conducted a study on “what impact technology and today’s digital lives are having on attention spans.” Not very heartening to see that while the average human attention span was around 12 seconds in 2000 it has dwindled to 8 seconds in 2013 and this apparently is less than that of a goldfish’s attention span! Alarming in a way, considering that customer expectations are volatile and employees need to ensure they efficiently deliver services and products well ahead of time, keeping in mind competitive pricing and high quality.

Businesses worldwide are figuring out ways of ensuing a higher frequency of knowledge asset updation. Current research from HBR suggests that machine learning and computational linguistics are making a difference to organizations worldwide. Interesting examples of how an organization has used natural language processing to perform and learn time intensive data entry and documentation tasks; use computer vision to scan and analyse images; perform predictive maintenance etc. have been shared. This is good for organizations that have made conscious investment choices to stay current. But, is the writing on the wall clear enough for those who are still dealing with such issues?

Simpler ways to address this need have to be adopted. Exchange of tacit knowledge through communities, discussion boards, wikis and micro blogging must increase. Digital transformation Project and Delivery stories need to be shared by making this the KRA of each project manager.  Cross pollination of expertise knowledge via webinar, podcast and other modes needs to be mandated. Usability is the essence here and information architecture is prime. Organizations must invest on periodically revamping their taxonomies and metadata structures to ensure employees are equipped with right information at the right time to make them that much more capable.  Incentivization in non-monetary forms must be encouraged as this may address the WIFM (what’s in it for me!) for the employees. Periodic promotion of existing knowledge to increase KA usage should also be considered.

However, all this is not possible without proper governance. Following can help:

  • Knowledge assets’ (KA) review mechanism must be established through  domain knowledge experts teams
  • Customer confidentiality and non-disclosure agreements must be made more stringent…
  • Knowledge assets’ usage reports have to be automated.
  • Managers and decision makers must be able to access these reports and dashboards as required.
  • KA retention period and archival mechanisms must be established through a structured KM Strategy Plan.
  • Measures to ensure knowledge is constantly being made shareable should be mandated.
  • Demarcation on what is mandatory and bolt-on for teams should be established (how about a team knowledge strategy?)

In essence, what is required is a coherent and concerted effort by organizations to ensure they have the wherewithal in terms of the right set of knowledge assets enabled by effective KM processes that allows their employees to maintain high knowledge levels while challenging them consistently with improving and sharpening  learning curves and hopefully better than the goldfish’s attention span!

Smart Living … beyond smart cities (Part 1)

Smart Living … beyond smart cities (Part 1)

By Sairam Bollapragada & Rajesh Mohandas

Every increase in motorized speed creates new demands on space and time. This demand of space and time killing the nature in the name of development has led to many adverse impacts.  India may be lagging behind China on several economic indicators but when it comes to environmental degradation, the country has definitely outsmarted its giant neighbour.

Of the world’s top 20 polluted cities, 13 are in India. Air pollution slashes life expectancy by 3.2 years for the 660 million Indians who live in cities. The Ganga and Yamuna are ranked among the world’s 10 most polluted rivers. A three-year analysis of the water quality in 290 rivers by the Central Pollution Control Board said about 66% of the stretches monitored had high organic pollution. It means 8,400 km of these rivers are badly polluted and not fit for supporting aquatic life. India’s cities are in crisis. They are clogged with traffic, choked with pollution, blighted by concrete flyovers, overcrowded, suffer from power and water shortages, are prone to flooding and can at times be almost unbearable to live in.

Smart cities call for smart solutions in an age when carbon emissions and respect for the environment have come to the fore. And very often it is the low-energy, simpler forms of technology that can provide the answers. Writing in 1973, the philosopher and social commentator Ivan Illich stated the following:

“Man on a bicycle can go three or four times faster than the pedestrian, but uses five times less energy in the process. He carries one gram of his weight over a kilometer of flat road at an expense of only 0.15 calories… Equipped with this tool, man outstrips the efficiency of not only all machines but all other animals as well… In contrast, the accelerating individual capsule [the car] enabled societies to engage in a ritual of progressively paralyzing speed.”

Much modern urban planning is car-centric. But where is the need for the car if work, school or healthcare facilities are close by. Less need for ugly flyovers or six lane highways that rip up communities in their path. Getting from A to B would not require a race against the clock on the highway that cuts through a series of localities that are never to be visited, never to be regarded as anything but an inconvenience to be passed through en route to big-mac nirvana, multiplex overload or shopping-mall hedonism. The main factor that keeps cycling rates low in many cities is that most people are not comfortable sharing space in streets with fast-moving cars and trucks. Most modern cities are designed for cars. Thus, an intelligent city planner while planning a smart city should assume that cycling, walking and public transport would be the main forms of transport while trying to figure out how to accommodate inefficient, polluting and dangerous modes like private car use.

A humanistic, people-friendly city is first and foremost an accessible city, where mobility is possible for all. Traffic congestion represents a major economic problem because of the many working hours lost each day from sitting in traffic jams and soaring petrol costs. So what’s the solution? The good old bicycle! A growing number of cities around the world are eager to become bicycle cities, as part of a wider strategy to raise their green profile. The key to enabling high levels of cycling is having the right infrastructure, including cycle paths and bicycle parking, but also a number of communication campaigns to promote cycling, educate children and target groups who do not normally cycle.

Currently, 31% of India’s population lives in cities; these cities also generate 63% of the nation’s economic activity. These numbers are rapidly increasing, with almost half of India’s population projected to live in its cities by 2030. Smart Cities focus on the most pressing needs and on the greatest opportunities to improve quality of life for residents today and in the future. With this in mind, planners would create so-called separated cycle facilities “a combination of cycle tracks at the sidewalk level and/or protected bike lanes in the roadways”, Infrastructure, however, is not just about bike lanes associated with that in a smart city there will be opportunity to leverage technology to enable many facets of cycling.

There is already a lot of advancement in the area of Cycle Locks that are connected to your hand held devices that inform you of any possible tampering. Using Bluetooth Low-Energy, Wi-Fi, and an accelerometer, the lock pairs itself with a smartphone to be contextually aware.

Innovation in the Cycle industry has brought in various ways to track your wellness, the cyclist now is able to know the distance driving, calories burnt, heart rate, pulse and few other key statistics, also the cycles are smart enough to store your data on cloud and monitor the improvement in health parameters. There are advanced studies that show how this data help the medical and Para medical faculties in helping one overcome lifestyle disorders of diabetes and blood pressure

Another classic innovation is the Copenhagen Wheel that allows you to capture the energy dissipated while cycling and braking and save it for when you need a bit of a boost. It also maps pollution levels, traffic congestion, road conditions in real-time. Controlled through your smart phone, the Copenhagen Wheel becomes a natural extension of your everyday life. You can use your phone to unlock and lock your bike, change gears and select how much the motor assists you.

Smart pedal and smart chain / belt are two other innovations that leverage the IoT and facilitate bicycle rides for longer distances. If one has to travel from home to office say 20Kms the modern cycle leveraging the technology has made it in par if not as fast as a car to cover the distance of 20Kms at the rate of 60Kmph. So you can reach the destination in 20mins overcoming all traffic

Smart Cycles are great energy savers, the capacitors and auto charge elements of the bicycle are generating energy that can be used back home for daily chores, heating, lighting and many other day to day activities.

What is required by the planners today is to ensure when Smart Cities are built there should be enough infrastructure for Cycling and Pedestrians and this alone will contribute help improve the living conditions, directly impacting fuel costs and wellness of the person on cycle.