Ims Asia network consulting Services


Published on


Published in: Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Total Quality Management is a management approach that originated in the 1950's and has steadily become more popular since the early 1980's. Total Quality is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with processes being done right the first time and defects and waste eradicated from operations. Total Quality Management, TQM, is a method by which management and employees can become involved in the continuous improvement of the production of goods and services. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. TQM Defined TQM is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives. TQM views an organization as a collection of processes. It maintains that organizations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers. The simple objective of TQM is "Do the right things, right the first time, every time". TQM is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only used in that area, TQM is now becoming recognized as a generic management tool, just as applicable in service and public sector organizations Total Quality Management (TQM) Total = Quality involves everyone and all activities in the company. Quality = Conformance to Requirements (Meeting Customer Requirements). Management = Quality can and must be managed. TQM = A process for managing quality; it must be a continuous way of life; a philosophy of perpetual improvement in everything we do.
  • This Methodologies and Best Practices captures IMS’s experience assisting multi-national organizations in the development of enterprise network architecture
  • Ims Asia network consulting Services

    1. 1. IMS Asia Networked Consulting Practice .. Changing approach to Networking….
    2. 2. Current Business Trends and pressures <ul><li>Competition / Globalization is increasing </li></ul><ul><ul><li>Blurring of industry boundaries </li></ul></ul><ul><ul><li>New competitors and product obsolescence </li></ul></ul><ul><ul><li>More organizations are going global today </li></ul></ul><ul><ul><li>“ No hiding place” & “no geographical boundaries” and high impact to economic performance </li></ul></ul><ul><li>Customers are demanding </li></ul><ul><ul><li>Increasing lifestyle expectation & more choice </li></ul></ul><ul><li>Technological obsolescence is accelerating </li></ul><ul><ul><li>Product lifecycles are shortening </li></ul></ul><ul><ul><ul><li>Computer system lifecycle between 2 to 3 years </li></ul></ul></ul><ul><ul><li>Growth of the Internet - Change in methods of communication </li></ul></ul><ul><li>Pressure to deliver shareholder value is increasing </li></ul><ul><ul><li>Balance between dividends / share price vs. business needs </li></ul></ul><ul><ul><li>Asset utilization </li></ul></ul><ul><ul><li>Higher profits while reducing the size of the asset investments </li></ul></ul><ul><li>World recessions are periodic </li></ul><ul><ul><li>Short-term thinking </li></ul></ul><ul><ul><li>Flat organization structures & flexible organizations </li></ul></ul>
    3. 3. Organization Responses <ul><li>Outsourcing </li></ul><ul><ul><li>Another form of specialization that provides lower cost or higher quality </li></ul></ul><ul><li>Total Quality Management (TQM) </li></ul><ul><ul><li>Collaboration between buyers and suppliers - replaces – usual antagonistic relationship </li></ul></ul><ul><ul><li>Reduction in number of suppliers </li></ul></ul><ul><ul><li>Shift to a different and closer relationship </li></ul></ul><ul><li>Core competencies </li></ul><ul><ul><li>Concentrating not just on the core strategic business units but also on the core competencies with a future orientation that are essential to the business. </li></ul></ul><ul><li>Virtual organization </li></ul><ul><ul><li>Growing Business without owning the assets/employing people </li></ul></ul><ul><ul><li>Lubricant of Virtual company is IT & Communication that lessen the impact of distance </li></ul></ul><ul><li>Supply chain management </li></ul><ul><ul><li>Optimize linkage between various firms so that the value is improved for all players </li></ul></ul><ul><li>Flexibility </li></ul><ul><ul><li>Ability reduce cost quickly </li></ul></ul><ul><ul><li>Flexible working practices </li></ul></ul>
    4. 4. In today’s highly competitive and increasingly global marketplace, corporations are beginning to use their networks as a strategic advantage , one that empowers the business to gain an edge over their competitors. Network are becoming a more visible , integral and essential part of a company’s business .
    5. 5. IT organizations are being asked to evolve their existing network information systems to achieve lower operating costs , increased user access to critical business data, and greater flexibility in responding to an increasingly demanding business climate. The ending result is a steady stream of new technologies , constant pressure for new and improved network services , and increased requirements for higher bandwidths .
    6. 6. Responding to these pressures in a piecemeal fashion , with multiple, compartmentalized purchases and frequent, uncoordinated changes in policy , will not keep the network ahead of the demand curve. Nor will it keep the enterprise ahead of the competition. Without a framework for guiding decisions on organization, policy, and new technology acquisition, building an efficient and effective communications capability is unlikely and the quality of the enterprise’s network will suffer.
    7. 7. When a company relies on its enterprise-wide network as a critical business tool , it must carefully plan, design, implement, and manage the network so that it supports the company’s business functions while servicing the individual needs of various organizations and end-users.
    8. 8. IMS Network Computing Practice Phases <ul><li>This Methodologies and Best Practices captures IMS’s experience assisting multi-national organizations in the development of enterprise network architecture and implementation </li></ul>
    9. 9. IMS Network Assessment & Strategy <ul><li>Examine the client’s Business Strategy , IT Strategy , and the Existing Computing Architecture with emphasis on understanding the key business drivers with a focus on the enterprise’s mission-critical applications and the service level requirements. </li></ul><ul><li>Develop a reference document to baseline findings associated with the assessment of the network environment with regards to: </li></ul><ul><ul><li>Mission-critical applications & Distribution of data </li></ul></ul><ul><ul><li>Computing platforms & Infrastructure </li></ul></ul><ul><ul><li>Service levels & Vendors </li></ul></ul><ul><ul><li>Costs </li></ul></ul><ul><ul><li>Demographics. </li></ul></ul><ul><li>Assessment results are derived from a detailed analysis of traffic, protocol, and configuration data, fact-finding interviews, on-site facility inspections, and architecture reviews of associated with the current deployment </li></ul><ul><li>Findings report identifies key areas contributing to the current capacity, availability, Security and performance issues </li></ul>
    10. 10. IMS Network Assessment & Strategy (cont..) <ul><li>Defines network strategy and a target networked computing architecture. </li></ul><ul><ul><li>The goal of the network strategy is to make decisions on objectives, priorities, and trade-offs for the network which reflect business priorities. </li></ul></ul><ul><li>Provides key guiding principles and evaluation criteria used to drive the network architecture process. </li></ul><ul><li>Includes documentation of the gaps between existing capabilities/resources and anticipated needs. </li></ul><ul><li>Choices made about network technology flow from these decisions </li></ul>
    11. 11. IMS Network Architecture <ul><li>Architecture describes the desired structure of an enterprise's network (LAN & WAN )infrastructure and it’s services </li></ul><ul><li>Provides a macro view and long-term blue-print of major building blocks for all enterprise network systems and components. </li></ul><ul><li>Architecture brings unity, consistency, and simplicity to the design of a complex network </li></ul><ul><li>Establishes a framework for: </li></ul><ul><ul><li>A more informed decision-making process </li></ul></ul><ul><ul><li>Ongoing planning, design, migration and implementation activities </li></ul></ul><ul><ul><li>Estimating the level of investment necessary to execute the architecture </li></ul></ul><ul><ul><li>Subsequent detailed design, migration and implementation efforts </li></ul></ul>
    12. 12. IMS Network Architecture (cont..) <ul><li>Evaluate applicability of new network technologies, products, and services. </li></ul><ul><li>Documents the consensus, justifications , directions, interfaces, standards, and integration points </li></ul><ul><li>Considers of all design factors </li></ul><ul><li>Reduce risk and avoids cost related to duplicate effort and maximize asset utilization </li></ul><ul><ul><li>price/benefit of aggregation vs. fragments of network infrastructure </li></ul></ul><ul><li>Allows to be pro-active by enabling infrastructure for unforeseen and future applications. </li></ul><ul><ul><li>architectural separation between elements of a network systems and corporate applications </li></ul></ul><ul><li>Facilitate compatibility and ease the administration of systems </li></ul><ul><li>Develop Cost model based on “Utility Concept” for Network Connectivity instead of Network systems hardware/software purchases based on projects or departments or applications. </li></ul>
    13. 13. IMS Provider/Service Selection <ul><li>Define functional & technical requirements for vendors and service providers based on Network architecture. </li></ul><ul><li>Develop Request for Proposal (RFP) for Vendor and Service provider qualifications. </li></ul><ul><li>Verify short listed vendors or service providers ability to comply for RFP requirements in PoC lab environment. </li></ul><ul><li>Develop strategy for vendor/provider final selection </li></ul>
    14. 14. IMS Initial Deployment & Engineering <ul><li>Selected vendors or service providers are tested in real client networked environment for the final production compliance in accordance to the network architecture </li></ul><ul><li>Provide final state detailed network design </li></ul><ul><li>Best practice engineering options are configured </li></ul><ul><li>Verify and Test for Normal state and failure state data flow </li></ul>
    15. 15. IMS Network Migration & Roll-out <ul><li>Presents a detailed migration strategy and map </li></ul><ul><li>Develop work flow </li></ul><ul><li>Develop detailed project plan </li></ul><ul><li>Implement proposed Network solution </li></ul>
    16. 16. IMS Consulting Value <ul><li>Opportunity to reduce costs and to gain better performance </li></ul><ul><ul><li>Enables client management to focus on higher priorities </li></ul></ul><ul><li>Increased value for money spent in Networking product purchases </li></ul><ul><ul><li>Lower Cost </li></ul></ul><ul><ul><li>Increased reliability </li></ul></ul><ul><ul><li>Better service </li></ul></ul><ul><li>Solves skill shortage </li></ul><ul><ul><li>Immediate skill shortage </li></ul></ul><ul><ul><li>Avoids hidden costs of having to deal with the issues of labor turnover </li></ul></ul><ul><ul><li>Keeping requisite skills and expertise in advanced technologies </li></ul></ul><ul><ul><li>Keeping pace with new developments </li></ul></ul><ul><ul><li>Brings learning curve effect and economies of scale </li></ul></ul><ul><li>Strategic and Problem Solving Activities </li></ul><ul><ul><li>Integrated offering of Know-how & services </li></ul></ul><ul><ul><li>Integrated coordination with client organization, service provider and and hardware & software vendors. </li></ul></ul><ul><li>IMS maintains high levels of expertise in advanced Networking technologies that changes rapidly and for it’s partners the future costs of staying in the forefront are very high. </li></ul><ul><li>Build long term relationship with clients </li></ul><ul><ul><li>becoming more like alliance rather than vendor. </li></ul></ul>
    17. 17. Thank You