Wondering What We Do?
We solve software problems.
Meeting software integration challenges is where our experience is deepest. What makes Hannon Technology excel is our ability to move testing into the design phase, convert our ideas into algorithms, and test them before we develop them. It helps us get ideas out quickly, accurately, and with higher levels of confidence.
Terry has led programming teams in pharmaceuticals, finance, and the entertainment industry. His experience includes corporations such as Bell Canada, T-Fal, MDS PharmaServices and NBC Universal Studios. Today he leads the Hannon Technology programming team, a highly driven team with a passion for computer science, mathematics and biomedical engineering.
David is a veteran system designer who was an architect in the integration of Washington Mutual systems into JP Morgan Chase. His expertise in large system integration has included stints as chair of the Ontario Recycling DataCall Group, and designer of Triad Financial’s IVR system for Ford in Huntington Beach California. Today, David leads project teams at Hannon Technology.
We Integrate Systems
Integration is high risk. But even higher is the risk of indecision. We know how to reduce that risk. Everyone who has been through an integration knows it is expensive, tricky and takes talent. But we know that the right talent and well executed communication mitigate much of the risk while taming expenses. Our team makes sure we offer the best of those skills to every integration.
Our experience lets us get on the page fast. Our skill enables us to execute stable integrations with sound regression analysis and testing. The key is that we aren’t shy about creating custom tools to monitor complex integrations because we know the payback. We see all the moving parts by embedding ourselves in the user experience.
While integration looks like an technology process, we know it is a people process so we stay close, transparent and inquisitive throughout the integration effort. We avoid surprise by listening carefully and over communicating.
Deadlines get met that way.
As Architects We Drop the Megaphone
Our approach to architecture is that of a guide. We provide industry best practices, regulation awareness, modeling guidance and mentorship. As agilists we seek out stakeholder participation, model with others, make sure the project applies the right artifact and iterates to the next.
We use the simplest tools so that everyone can understand and discuss the architecture. Collective ownership is a key component on the team.
Our models don’t spend time on scaffolding unless there is a feature that needs it. Rather, we diagram key features that relate to the sprint and make sure they are displayed on a wall of wonder for everyone to see. Our architecture products draw strength from everyone’s ability to question what they see.
While we are highly proficient in the standard modeling tools like Erwin, we prefer live whiteboards to let us think through an issue. We like to store the diagrams that we need to keep in accessible documents. We often use pdf portfolios to ‘write the book’ in a way that everyone can read.
We Are Agile.
We start with our credo: Kyosei.
We seek a spirit of cooperation in everything we do and look for ways to expand that credo. We build from the simple yet challenging work of making a strong system by involving all stakeholders in defining success, extending that practice beyond the sprint until it becomes a folkway, something we do without effort.
Mura, Muri & Muda
The path to successful and robust systems lies in these three concepts. We look for Mura , an unevenness or inconsistency in nature. It creates those moments where someone needs to wait for something else so they can move forward. We want to reduce Mura.
Mura’s evil twin is Muri, the moment when part of the system is overburdened so that failure is a possibility. We censure these sisters to create stability.
With stability we can address Muda, more commonly known as the waste. Agile can only be agile once the sisters work to eliminate Muda.
Kaisen and Hansei
While everyone knows Kaisen as a buzzword, we practice it for its ability to bring us to Hansei and that is how we improve.
We coach the precepts of Kaisen; challenging the status quo, refusing immediate perfection, correcting mistakes right away, seeking the free solution first, accepting the wisdom of hardship, asking why more than once, finding the wisdom of the group and knowing that opportunity is infinite.
By using these precepts we can come to Hansei so we can reflect on what was supposed to happen, discuss what actually happened and decide on which differences to deploy for our improvement.
Our team seeks new ways to reach higher potential and as coaches we want you to reach higher for yours. Only by doing that can we live our Kyosei.
Image credit: Jan Jager, Sweden, ConceptArt.org