The document discusses the top 10 pitfalls of BizTalk projects from an administrator's perspective. It begins by introducing the speaker and their experience with BizTalk. The top 10 pitfalls are then presented: 1) not enough BizTalk knowledge among administrators, 2) responsibilities not being sufficiently addressed, 3) project budgets not accounting for ongoing administration costs, 4) only planning for happy path scenarios, 5) lack of non-functional requirements, 6) no service level agreements for availability, 7) siloed "over the wall" development and operations teams, 8) conflicts between innovativeness and conservatism, 9) administrators being unfamiliar with BizTalk, and 10) lack of communication around changes. The
This document discusses the importance of managing projects through the post-implementation phase for success. It emphasizes that project success is not achieved at go-live, but rather through proper transition of the project products to the business. The presenter advocates spending time understanding business needs, maintaining the project team after go-live, and educating sponsors that the project manager's role continues beyond go-live. Checklists are provided for administrative and contract closure to fully transition projects out of the project lifecycle.
Workflow Manager provides a multi-tenant, scalable platform for hosting .NET workflows in the cloud and on-premises. It supports durable timers, persistence, HTTP communication, and pub/sub messaging using Service Bus. Workflow Manager enforces isolation between tenants through use of scopes and a sandboxed execution environment. Communication occurs through HTTP and pub/sub activities that leverage Service Bus topics and subscriptions.
This document provides an overview of integrating with SAP. It discusses preparing the SAP and BizTalk environments for integration, including configuring the SAP RFC client assemblies and environment variables. The document demonstrates generating schemas and executing RFC/BAPI calls. It also mentions integration options like BizTalk Server, the BizTalk Adapter Service, and Windows Azure BizTalk Services for B2B, EAI, and partner integration.
Critical Chain Project Management (CCPM) is a project management approach that allows you to finish nearly all your projects on time, to reduce their durations by about 40%, to provide excellent visibility and anticipation capability, and to create a much better working environment with much less stress and firefighting.
CCPM is the Theory of Constraints' project management "solution". In this webinar, Philip Marris, who has more than 30 years of experience in the use of the Theory Of Constraints (TOC) in over 250 different companies, presents the essential components of the "Critical Chain Way": how to plan projects, how to execute them, how to implement CCPM and how to further improve performance with a focused continuous improvement process.
Many real life examples will be included drawn from Marris Consulting's extensive Critical Chain experience in a great variety of environments and a great variety of types of projects: new product development, MRO, Capex projects, 10 day projects and 10 year projects...
He explains the why he recommends using TOC's 5 focusing steps to project portfolios, a process often resulting in increases in productivity of more than 100% (2 to 3 times more projects completed per year).
He adds his own points of view and recommendations: the possibility of combining Agile with CCPM, the relationship between CCPM and the PMI's (Project Management Institute) body of knowledge, the combination of CCPM with Lean Engineering...and how easy it is to get these extraordinary results.
We’ve all attended our share of webinars and conference sessions talking about best practices in portal and collaboration projects and the things everyone should do to ensure their portal is a success. But what about the bad ideas? The things you shouldn’t do?
In addition to delivering 500 successful portal projects and developing many industry best practices in the process, Perficient has also cleaned up several messes left by others and learned a few things about what you shouldn’t do when implementing a portal.
Join us for a humorous look at the top 12 craziest and "worst practices" organizations have used to deliver unacceptable web and work experiences and the best practices they could have followed to make them exceptional.
Topics include:
• How to lose your homepage
• When not to use a portal
• Methodology for methodology’s sake
• The never ending strategy
• Is best of breed always best
• And seven more!
Presenter Michael Porter is Principal in Perficient's National Portal Practice and has been delivering successful portal and collaboration solutions for more than 15 years.
Are project tracking tools helping or complicating Continuous Improvement Pro...Kubilay Balci
Are project tracking tools helping or complicating Continuous Improvement Projects? presented by Kubilay Balci at 8. Project Management Symposium in Vienna June 7th, 2017.
click here for narratives:
https://www.linkedin.com/pulse/project-tracking-tools-helping-complicating-continuous-kubilay-balci
This document discusses the importance of managing projects through the post-implementation phase for success. It emphasizes that project success is not achieved at go-live, but rather through proper transition of the project products to the business. The presenter advocates spending time understanding business needs, maintaining the project team after go-live, and educating sponsors that the project manager's role continues beyond go-live. Checklists are provided for administrative and contract closure to fully transition projects out of the project lifecycle.
Workflow Manager provides a multi-tenant, scalable platform for hosting .NET workflows in the cloud and on-premises. It supports durable timers, persistence, HTTP communication, and pub/sub messaging using Service Bus. Workflow Manager enforces isolation between tenants through use of scopes and a sandboxed execution environment. Communication occurs through HTTP and pub/sub activities that leverage Service Bus topics and subscriptions.
This document provides an overview of integrating with SAP. It discusses preparing the SAP and BizTalk environments for integration, including configuring the SAP RFC client assemblies and environment variables. The document demonstrates generating schemas and executing RFC/BAPI calls. It also mentions integration options like BizTalk Server, the BizTalk Adapter Service, and Windows Azure BizTalk Services for B2B, EAI, and partner integration.
Critical Chain Project Management (CCPM) is a project management approach that allows you to finish nearly all your projects on time, to reduce their durations by about 40%, to provide excellent visibility and anticipation capability, and to create a much better working environment with much less stress and firefighting.
CCPM is the Theory of Constraints' project management "solution". In this webinar, Philip Marris, who has more than 30 years of experience in the use of the Theory Of Constraints (TOC) in over 250 different companies, presents the essential components of the "Critical Chain Way": how to plan projects, how to execute them, how to implement CCPM and how to further improve performance with a focused continuous improvement process.
Many real life examples will be included drawn from Marris Consulting's extensive Critical Chain experience in a great variety of environments and a great variety of types of projects: new product development, MRO, Capex projects, 10 day projects and 10 year projects...
He explains the why he recommends using TOC's 5 focusing steps to project portfolios, a process often resulting in increases in productivity of more than 100% (2 to 3 times more projects completed per year).
He adds his own points of view and recommendations: the possibility of combining Agile with CCPM, the relationship between CCPM and the PMI's (Project Management Institute) body of knowledge, the combination of CCPM with Lean Engineering...and how easy it is to get these extraordinary results.
We’ve all attended our share of webinars and conference sessions talking about best practices in portal and collaboration projects and the things everyone should do to ensure their portal is a success. But what about the bad ideas? The things you shouldn’t do?
In addition to delivering 500 successful portal projects and developing many industry best practices in the process, Perficient has also cleaned up several messes left by others and learned a few things about what you shouldn’t do when implementing a portal.
Join us for a humorous look at the top 12 craziest and "worst practices" organizations have used to deliver unacceptable web and work experiences and the best practices they could have followed to make them exceptional.
Topics include:
• How to lose your homepage
• When not to use a portal
• Methodology for methodology’s sake
• The never ending strategy
• Is best of breed always best
• And seven more!
Presenter Michael Porter is Principal in Perficient's National Portal Practice and has been delivering successful portal and collaboration solutions for more than 15 years.
Are project tracking tools helping or complicating Continuous Improvement Pro...Kubilay Balci
Are project tracking tools helping or complicating Continuous Improvement Projects? presented by Kubilay Balci at 8. Project Management Symposium in Vienna June 7th, 2017.
click here for narratives:
https://www.linkedin.com/pulse/project-tracking-tools-helping-complicating-continuous-kubilay-balci
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
Appendix C – Project Close-out ChecklistSection 1.General Inf.docxfestockton
Appendix C – Project Close-out Checklist
Section 1.General Information
Project Name
Project Start Date
Project End Date
Project Sponsor(s)
Title
Department
Division
Project Manager
Title
Department
Division
Section 2.Final Deliverable Checklist
Item
Question
Response
2.1
Do you agree that the product and/or service is ready to be deployed?
Yes |_|No |_|
2.2
Do you agree the product and/or service has sufficiently met the stated business goals and objectives?
Yes |_|No |_|
2.3
Do you fully understand and agree to accept all operational requirements, operational risks, maintenance costs, and other limitations and/or constraints imposed as a result of ongoing operations of the product and/or service?
Yes |_|No |_|
2.4
Do you agree the project should be closed? If no, please explain:
Yes |_|No |_|
Rate your level of satisfaction with regards to the project outcomes listed below
2.5
Project Quality
Yes |_|No |_|
2.6
Product and/or Service Performance
Yes |_|No |_|
2.7
Scope
Yes |_|No |_|
2.8
Cost (Budget)
Yes |_|No |_|
2.9
Schedule
Yes |_|No |_|
Section 3.Project Documentation Checklist
Item
Question
Response
3.1
Have project documentation and other items (e.g., Business Case, Project Plan, Charter, Budget Documents, Status Reports) been prepared, collected, filed, and/or disposed?
Yes |_|No |_|
3.3
Were audits (e.g., project closeout audit) completed and results documented for future reference?
Yes |_|No |_|
3.4
Identify the storage location for the following project documents items:
Item
Document
Location (e.g., Google Docs, Webspace)
Format
3.4a
Business Case
|_| Electronic
|_| Manual
3.4b
Project Charter
|_| Electronic
|_| Manual
3.4c
Project Plan
|_| Electronic
|_| Manual
3.4d
Budget Documentation and Invoices
|_| Electronic
|_| Manual
3.4e
Status Reports
|_| Electronic
|_| Manual
3.4f
Risks and Issues Log
|_| Electronic
|_| Manual
3.4g
Final deliverable
|_| Electronic
|_| Manual
3.4h
If applicable, verify that final project deliverable for the project is attached or storage location is identified in 3.4.
Section 4.Project Team
List resources specified in the Project Plan and used by the project.
Name
Role
Type
(e.g., Contractor, Employee)
Section 5.Project Lessons Learned
Identify lessons learned specifically for the project. State the lessons learned in terms of a problem
(issue). Describe the problem and include any project documentation references (e.g., Project Plan,
Issues Log) that provide additional details. Identify recommended improvements to correct a similar
problem in the future.
Problem Statement
Problem Description
References
Recommendation
Section 6.Post-Implementation Support Plans
Identify plans for post-implementation activities after project closeout. Refer to the Benefits Realization
review gate for information about the Post-Implementation Review of Business Outcomes deliverable.
Action
Planned Date
Assigned To
Frequency
Post-Implementation Review of ...
5 Ways to Lower Technical Debt Through Modernization.pptxreachbyteridge
Technical debt is like a shadow that looms over many businesses, slowing progress and hindering innovation. The debt accumulates when teams opt for workarounds or shortcuts in the product development process, leading to costly modifications and complexities in the future.
While the average organization loses 23-42% of its development time dealing with technical debt, CIOs across enterprises report 10-20% of their technical budget diverted to fixing technical debt issues.
BT, a large telecommunications company, was struggling with long software development cycles that exceeded 12 months. This prevented them from being competitive in the fast-paced telecom market. They implemented agile methods like Scrum and shifted to a 90-day delivery cycle focused on high value requirements. This substantially reduced delivery times while increasing business value. Faster delivery cycles with collaborative cross-functional teams improved communication and allowed them to adapt more effectively to changing needs. Now BT delivers solutions in a more timely manner that better meets business needs.
The document discusses the dangers of a do-it-yourself (DIY) approach to internet of things (IoT) solutions. It provides 10 reasons why DIY is dangerous, including loss of focus on business strategy, high internal costs and resource requirements, security risks, difficulties with scaling, and delays to revenue. The document promotes the Xively Connected Product Management platform as an alternative that allows companies to avoid these issues by providing a complete, proven solution managed by experts in IoT security and systems.
Personally designed (content + graphics design), officially accredited COBIT®5 Foundation courseware.
COBIT® is a trademark of ISACA® registered in the United States and other countries.
Trademarks are properties of the holders, who are not affiliated with courseware author.
DevSecCon Boston 2018: Technical debt - why I love it by Mike BursellDevSecCon
The document discusses technical debt in software projects. It defines technical debt as compromises made in a project's design or implementation that are known to require future work. These compromises arise due to lack of time, resources, requirements or expertise. The speaker argues that acknowledging technical debt is beneficial because it allows the issues to be documented, addressed through future work, and prevents blame. The document provides recommendations for managing technical debt, such as reserving time for discussion and encouraging honest documentation of compromises made during a project.
The document discusses Deepak Kumar's experience as a Tibco Technical Lead. It summarizes his 8 years of experience in designing, analyzing, and developing projects involving Tibco products like BusinessWorks, EMS, Administrator, and Business Events. It also lists his technical skills in areas like Java, PL/SQL, and UNIX shell scripting.
201207 Tech Decisions: 5 Keys to Fast Successful New Deployments.pdfSteven Callahan
Article reviews how to deal with the deluge of new technological options and the aspects of a strategy for quick, high quality implementations of emerging technologies. Based on company success stories, article lays out what will work.
Team Misfocus and Error in software projectsAdam Russell
we all know that software development projects often fail or are impaired, but what is the cause? There are many sources of error, and this presentation looks at team-based patterns of mis-focus on one part of the project at the expense of others. Observed from many software development projects over more than 20 years, this presentation will generate ideas for project review and alignment activities
Misfocus-caused error in software projectsAdam Russell
We know that many projects fail, or become impaired, but what is the reason given so many methodologies, tools and support systems. Error comes from many places. For whatever reason, teams create problems by investing more time in aspects of software development practice that have a smaller impact on project overall success, and accordingly invest less time in areas that have a larger impact.
Software has several characteristics that distinguish it from other goods. These include, that it is not subject to any laws of nature, is easy to change, theoretically infinitely replicable and largely invisible. This culminates in a special kind of complexity that makes it difficult even for experienced software developers and architects to lead their projects to success. In this talk, we will therefore look deeper into the effects that the described characteristics have and how they affect any software system, be it the small mobile app or the enterprise cloud cluster.
This document discusses how implementing ITIL best practices can benefit from being managed as a project using project management methodologies. It recommends mapping ITIL processes to the five key project management processes of initiation, planning, execution, monitoring and control, and closure. Integrating ITIL with established project management frameworks like the PMBOK can help ensure ITIL implementation occurs on time, on budget and meets customer requirements while also providing stability. Managing ITIL implementation as a project or portfolio of projects can optimize resources and help realize the benefits of ITIL more quickly.
How to overcome challenges in it system evolutionGrupa Unity
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The candidate has over 16 years of experience in IT infrastructure projects, including 9 years as an infrastructure project manager. They are currently a project manager at HP managing infrastructure and non-infrastructure projects using agile and waterfall methodologies. They have experience managing projects in banking, insurance, and other industries.
This document provides an overview of project management. It defines what constitutes a project, program, and portfolio. It discusses how effective project management can provide competitive advantages to businesses. While most executives view project execution as the most important skill, implementing strategic change is seen as the most important organizational capability. The document then covers project lifecycles, key stages of managing projects, and factors to consider around appropriate levels of project management effort for different types of projects. It provides examples of what good and ineffective project management look like.
The BBC Scotland digital media project was managed through strong leadership, a unified vision, and a well-resourced program office. Siemens was contracted to take on full technology delivery risk. The new facility has transformed workflows and positioned BBC Scotland well for the future. Key success factors included early business engagement, integrated networks, and constant communication. Areas for improvement include more clearly defined requirements, workflows, and decision-making processes to minimize change requests.
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This document contains the resume of SoumitraSadhan Bishnu, a professional software engineer with over 9 years of experience working with TIBCO technologies like TIBCO Business Works, TIBCO EMS, and TIBCO Adminstrator. The resume outlines his skill set, work experience with companies like Cognizant, HP, and HCL Technology, and details of projects involving integrating various applications for clients such as Houghton Mifflin Harcourt, Deutsche Bank, Merck, Vodafone UK, and Covance using TIBCO middleware. It also includes his educational qualifications and programming language proficiencies.
This document provides a summary of Pradeep Alurkar's career experience in telecom and IT. Over 25 years, he has worked on various projects for companies in telecom, finance, and other industries. Some of his key experiences include:
- Working as a senior business analyst and solution architect for Amdocs on CRM/BSS projects for telecom companies globally.
- Leading the design of a new API for quoting, ordering, and managing business network products for TalkTalk in the UK.
- Providing consulting services to transform IT systems and processes for companies like AT&T, British Telecom, and Reliance Communications.
- Managing projects and serving as a technical lead for CR
This document outlines the key topics to be covered in a lecture on project management best practices. It discusses the definition of a project, the history of project management, reasons why projects fail, and why project management is needed. The lecturer will cover concepts like the project lifecycle, advantages and disadvantages of project management approaches, and expected learning outcomes. Specific examples of failed projects are provided to illustrate common causes of project failure related to planning, leadership, requirements analysis, quality, risk management, skills, and stakeholder engagement.
Appendix C – Project Close-out ChecklistSection 1.General Inf.docxfestockton
Appendix C – Project Close-out Checklist
Section 1.General Information
Project Name
Project Start Date
Project End Date
Project Sponsor(s)
Title
Department
Division
Project Manager
Title
Department
Division
Section 2.Final Deliverable Checklist
Item
Question
Response
2.1
Do you agree that the product and/or service is ready to be deployed?
Yes |_|No |_|
2.2
Do you agree the product and/or service has sufficiently met the stated business goals and objectives?
Yes |_|No |_|
2.3
Do you fully understand and agree to accept all operational requirements, operational risks, maintenance costs, and other limitations and/or constraints imposed as a result of ongoing operations of the product and/or service?
Yes |_|No |_|
2.4
Do you agree the project should be closed? If no, please explain:
Yes |_|No |_|
Rate your level of satisfaction with regards to the project outcomes listed below
2.5
Project Quality
Yes |_|No |_|
2.6
Product and/or Service Performance
Yes |_|No |_|
2.7
Scope
Yes |_|No |_|
2.8
Cost (Budget)
Yes |_|No |_|
2.9
Schedule
Yes |_|No |_|
Section 3.Project Documentation Checklist
Item
Question
Response
3.1
Have project documentation and other items (e.g., Business Case, Project Plan, Charter, Budget Documents, Status Reports) been prepared, collected, filed, and/or disposed?
Yes |_|No |_|
3.3
Were audits (e.g., project closeout audit) completed and results documented for future reference?
Yes |_|No |_|
3.4
Identify the storage location for the following project documents items:
Item
Document
Location (e.g., Google Docs, Webspace)
Format
3.4a
Business Case
|_| Electronic
|_| Manual
3.4b
Project Charter
|_| Electronic
|_| Manual
3.4c
Project Plan
|_| Electronic
|_| Manual
3.4d
Budget Documentation and Invoices
|_| Electronic
|_| Manual
3.4e
Status Reports
|_| Electronic
|_| Manual
3.4f
Risks and Issues Log
|_| Electronic
|_| Manual
3.4g
Final deliverable
|_| Electronic
|_| Manual
3.4h
If applicable, verify that final project deliverable for the project is attached or storage location is identified in 3.4.
Section 4.Project Team
List resources specified in the Project Plan and used by the project.
Name
Role
Type
(e.g., Contractor, Employee)
Section 5.Project Lessons Learned
Identify lessons learned specifically for the project. State the lessons learned in terms of a problem
(issue). Describe the problem and include any project documentation references (e.g., Project Plan,
Issues Log) that provide additional details. Identify recommended improvements to correct a similar
problem in the future.
Problem Statement
Problem Description
References
Recommendation
Section 6.Post-Implementation Support Plans
Identify plans for post-implementation activities after project closeout. Refer to the Benefits Realization
review gate for information about the Post-Implementation Review of Business Outcomes deliverable.
Action
Planned Date
Assigned To
Frequency
Post-Implementation Review of ...
5 Ways to Lower Technical Debt Through Modernization.pptxreachbyteridge
Technical debt is like a shadow that looms over many businesses, slowing progress and hindering innovation. The debt accumulates when teams opt for workarounds or shortcuts in the product development process, leading to costly modifications and complexities in the future.
While the average organization loses 23-42% of its development time dealing with technical debt, CIOs across enterprises report 10-20% of their technical budget diverted to fixing technical debt issues.
BT, a large telecommunications company, was struggling with long software development cycles that exceeded 12 months. This prevented them from being competitive in the fast-paced telecom market. They implemented agile methods like Scrum and shifted to a 90-day delivery cycle focused on high value requirements. This substantially reduced delivery times while increasing business value. Faster delivery cycles with collaborative cross-functional teams improved communication and allowed them to adapt more effectively to changing needs. Now BT delivers solutions in a more timely manner that better meets business needs.
The document discusses the dangers of a do-it-yourself (DIY) approach to internet of things (IoT) solutions. It provides 10 reasons why DIY is dangerous, including loss of focus on business strategy, high internal costs and resource requirements, security risks, difficulties with scaling, and delays to revenue. The document promotes the Xively Connected Product Management platform as an alternative that allows companies to avoid these issues by providing a complete, proven solution managed by experts in IoT security and systems.
Personally designed (content + graphics design), officially accredited COBIT®5 Foundation courseware.
COBIT® is a trademark of ISACA® registered in the United States and other countries.
Trademarks are properties of the holders, who are not affiliated with courseware author.
DevSecCon Boston 2018: Technical debt - why I love it by Mike BursellDevSecCon
The document discusses technical debt in software projects. It defines technical debt as compromises made in a project's design or implementation that are known to require future work. These compromises arise due to lack of time, resources, requirements or expertise. The speaker argues that acknowledging technical debt is beneficial because it allows the issues to be documented, addressed through future work, and prevents blame. The document provides recommendations for managing technical debt, such as reserving time for discussion and encouraging honest documentation of compromises made during a project.
The document discusses Deepak Kumar's experience as a Tibco Technical Lead. It summarizes his 8 years of experience in designing, analyzing, and developing projects involving Tibco products like BusinessWorks, EMS, Administrator, and Business Events. It also lists his technical skills in areas like Java, PL/SQL, and UNIX shell scripting.
201207 Tech Decisions: 5 Keys to Fast Successful New Deployments.pdfSteven Callahan
Article reviews how to deal with the deluge of new technological options and the aspects of a strategy for quick, high quality implementations of emerging technologies. Based on company success stories, article lays out what will work.
Team Misfocus and Error in software projectsAdam Russell
we all know that software development projects often fail or are impaired, but what is the cause? There are many sources of error, and this presentation looks at team-based patterns of mis-focus on one part of the project at the expense of others. Observed from many software development projects over more than 20 years, this presentation will generate ideas for project review and alignment activities
Misfocus-caused error in software projectsAdam Russell
We know that many projects fail, or become impaired, but what is the reason given so many methodologies, tools and support systems. Error comes from many places. For whatever reason, teams create problems by investing more time in aspects of software development practice that have a smaller impact on project overall success, and accordingly invest less time in areas that have a larger impact.
Software has several characteristics that distinguish it from other goods. These include, that it is not subject to any laws of nature, is easy to change, theoretically infinitely replicable and largely invisible. This culminates in a special kind of complexity that makes it difficult even for experienced software developers and architects to lead their projects to success. In this talk, we will therefore look deeper into the effects that the described characteristics have and how they affect any software system, be it the small mobile app or the enterprise cloud cluster.
This document discusses how implementing ITIL best practices can benefit from being managed as a project using project management methodologies. It recommends mapping ITIL processes to the five key project management processes of initiation, planning, execution, monitoring and control, and closure. Integrating ITIL with established project management frameworks like the PMBOK can help ensure ITIL implementation occurs on time, on budget and meets customer requirements while also providing stability. Managing ITIL implementation as a project or portfolio of projects can optimize resources and help realize the benefits of ITIL more quickly.
How to overcome challenges in it system evolutionGrupa Unity
This presentation shows the problems and challenges in IT system evolution and the ways to deal with them, from Architect & Team Leader and Project & Portfolio Manager perspective
The candidate has over 16 years of experience in IT infrastructure projects, including 9 years as an infrastructure project manager. They are currently a project manager at HP managing infrastructure and non-infrastructure projects using agile and waterfall methodologies. They have experience managing projects in banking, insurance, and other industries.
This document provides an overview of project management. It defines what constitutes a project, program, and portfolio. It discusses how effective project management can provide competitive advantages to businesses. While most executives view project execution as the most important skill, implementing strategic change is seen as the most important organizational capability. The document then covers project lifecycles, key stages of managing projects, and factors to consider around appropriate levels of project management effort for different types of projects. It provides examples of what good and ineffective project management look like.
The BBC Scotland digital media project was managed through strong leadership, a unified vision, and a well-resourced program office. Siemens was contracted to take on full technology delivery risk. The new facility has transformed workflows and positioned BBC Scotland well for the future. Key success factors included early business engagement, integrated networks, and constant communication. Areas for improvement include more clearly defined requirements, workflows, and decision-making processes to minimize change requests.
Enterprise 2.0 By Ismael Ghalimi In Japan 062607Tomoaki Sawada
The document discusses Enterprise 2.0, which combines BPM 2.0 for better business processes and Office 2.0 for better user interfaces. It then provides 10 use cases demonstrating how various organizations have used Intalio|BPMS to improve their business processes in areas such as order fulfillment, employee services, maintenance and repair, banking, and academia management.
This document contains the resume of SoumitraSadhan Bishnu, a professional software engineer with over 9 years of experience working with TIBCO technologies like TIBCO Business Works, TIBCO EMS, and TIBCO Adminstrator. The resume outlines his skill set, work experience with companies like Cognizant, HP, and HCL Technology, and details of projects involving integrating various applications for clients such as Houghton Mifflin Harcourt, Deutsche Bank, Merck, Vodafone UK, and Covance using TIBCO middleware. It also includes his educational qualifications and programming language proficiencies.
This document provides a summary of Pradeep Alurkar's career experience in telecom and IT. Over 25 years, he has worked on various projects for companies in telecom, finance, and other industries. Some of his key experiences include:
- Working as a senior business analyst and solution architect for Amdocs on CRM/BSS projects for telecom companies globally.
- Leading the design of a new API for quoting, ordering, and managing business network products for TalkTalk in the UK.
- Providing consulting services to transform IT systems and processes for companies like AT&T, British Telecom, and Reliance Communications.
- Managing projects and serving as a technical lead for CR
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In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
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The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
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Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
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HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
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- Verstehen des DLAU-Tools und wie man es am besten nutzt
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Full-RAG: A modern architecture for hyper-personalization
20131028 BTUG.be - BizTalk Operations
1. Top 10 pitfalls with BizTalk-projects
The role of the support organisation
for a succesful project
28-10-2013, BTUG.be
Top 10 pitfalls with
BizTalk-projects
2. Introduction
Lex Hegt
9 year BizTalk-experience
Administrator
Developer
MCTS BizTalk Server
BizTalk360 Product Specialist
Active in the BizTalk community
Member of the board of the
Dutch BizTalk User Group
Initiator and co-founder of the
Belgian BizTalk User Group
Founder of BizTalk Events
http://www.biztalkevents.com
Developer of
BizTalk Message Decompressor
BizTalk Processing Monitor
Blogs
http://biztalkia.blogspot.com
http://www.biztalkadminsblogging.com
TechNet Wiki
http://social.technet.microsoft.com
2
28-10-2013
Top 10 pitfalls with BizTalk-projects
3. Why talk about pitfalls?
• Learn of mistakes of others!
• Multiple angles:
Project
Administration
• Goal of this presentation :
Offer a check list for a succesful BizTalk-project
3
28-10-2013
Top 10 pitfalls with BizTalk-projects
7. Pitfall 1: Not enough BizTalk-knowledge at Administration
Master Secret Key
7
28-10-2013
Top 10 pitfalls with BizTalk-projects
8. Pitfall 1: Not enough BizTalk-knowledge at Administration
Characteristic:
For System Administrators BizTalk is a black box
Risc:
Unsufficient qualified engineers are responsible for maintaining
the core business, with possibly bad consequences
Improvement:
Start learning BizTalk before the project starts
8
28-10-2013
Top 10 pitfalls with BizTalk-projects
9. Pitfall 2: Unsufficiently addressed responsibilities
9
28-10-2013
Top 10 pitfalls with BizTalk-projects
10. Pitfall 2: Unsufficiently addressed responsibilities
Characteristics:
Who does BizTalk administration?
Are all tasks and roles addressed?
Risc:
The continuity of the business process cannot be guaranteed
Improvement:
Make decent arrangements, settle it!
10
28-10-2013
Top 10 pitfalls with BizTalk-projects
11. Pitfall 3: Project budget vs Administration costs
11
28-10-2013
Top 10 pitfalls with BizTalk-projects
12. Pitfall 3: Project budget vs Administration costs
Characteristics:
Only focussed on the project budget
Project is scoped too narrow
Risc:
Higher administration costs
Less innovation budget in the future
Improvement:
Involve TCO of the entire lifecycle while determining the
deliverables
12
28-10-2013
Top 10 pitfalls with BizTalk-projects
13. Pitfall 4: Just Happy Flow in the project
13
28-10-2013
Top 10 pitfalls with BizTalk-projects
14. Pitfall 4: Just Happy Flow in the project
Charateristics:
Very limited added value of BizTalk
Much manual labor
Accumulation of incidents
Lack of process knowledge at administration
Lead time analysis/solution is high
Risc:
Due to unsufficient (functional) safety nets, the pressure at the BizTalk
administrators increases and the business process becomes interrupted
Improvement:
By bringing together the process owners and the administrators, you can
start investigating how alternate flows could be handled
14
28-10-2013
Top 10 pitfalls with BizTalk-projects
15. Pitfall 5: No non-functional requirements
15
28-10-2013
Top 10 pitfalls with BizTalk-projects
16. Pitfall 5: No non-functional requirements
Characteristics:
Bad performance
Bad configurability
Bad traceability
Risc:
Interruptions of the business process
Solution does not meet the requirements of the business
Improvement:
Determine which non-functionals are relevant and arrange it!
16
28-10-2013
Top 10 pitfalls with BizTalk-projects
17. Pitfall 6: No Service Level Agreements for availability
17
28-10-2013
Top 10 pitfalls with BizTalk-projects
18. Pitfall 6: No Service Level Agreements for availability
Characteristics:
No arrangements for availability
Unclear availability of connected partners
Risc:
Interruptions of the business process
Improvement:
Arrange that the availability demands are clear to all stakeholders
18
28-10-2013
Top 10 pitfalls with BizTalk-projects
19. Pitfall 7: ‘Over the wall’-principle
19
28-10-2013
Top 10 pitfalls with BizTalk-projects
20. Pitfall 7: ‘Over the wall’-principle
Characteristics:
Late transfer from project to administrators
No formal acceptance, under protest in administration
Risc:
Administrators could not intervene
No feeling of responsibility from administration perspective
Improvement:
Early involvement of the support organisation leads to
commitment and prevents time consuming conflicts
20
28-10-2013
Top 10 pitfalls with BizTalk-projects
22. Pitfall 8: Innovativeness versus conservatism
Characteristics:
Project wants to innovate
Administration is conservative
Risc:
Time consuming conflicts and/or longer lead time as a result of
orientation of new technologies by the administrators
Improvement:
Involve administration for commitment and early adoption of
new technologies
22
28-10-2013
Top 10 pitfalls with BizTalk-projects
23. Pitfall 9: BizTalk is a stranger for Administrators
23
28-10-2013
Top 10 pitfalls with BizTalk-projects
24. Pitfall 9: BizTalk is a stranger for Administrators
24
28-10-2013
Top 10 pitfalls with BizTalk-projects
25. Pitfall 9: BizTalk is a stranger for Administrators
Most simple BizTalk message routing-scenario:
17 potential problems!
25
See: http://biztalkia.blogspot.nl/2012/05/biztalk-message-based-routing-why-is-my.html
28-10-2013
Top 10 pitfalls with BizTalk-projects
26. Pitfall 9: BizTalk is a stranger for Administrators
Characteristics:
Administrators are reserved on touching BizTalk
Risc:
Total lack of BizTalk administration
Improvement:
Arrange connection to the current administration processes
Make BizTalk administration transparant by using for example
BizTalk360
26
28-10-2013
Top 10 pitfalls with BizTalk-projects
27. Pitfall 10: Lack of sharing changes
Characteristics:
Living in good confidence
Lack of communicaton
Risc:
Stop of the business flow
Improvement:
• Improve comm. Between user organisation and Support
• Impact analyses
27
28-10-2013
Top 10 pitfalls with BizTalk-projects
28. Pitfall 10: Software Asset & Patch Management?
28
28-10-2013
Top 10 pitfalls with BizTalk-projects
29. Pitfall 10: Software Asset & Patch Management?
Characteristics:
Software Assurance under used
Lack of Patch Management-strategy
Risc:
Unsupported environment
Maximum Best Effort-support in case of major incidents
Improvement:
Make it an administration process
Communication between IT and license manager
29
See: http://www.microsoft.com/nl-nl/licenties/software-assurance.aspx
28-10-2013
Top 10 pitfalls with BizTalk-projects
30. Key Takeaways
• Look at the entire picture: Project + Administration
• Create commitment by early involvement of Support
• Make sure BizTalk becames embraced within the entire
organisation
30
28-10-2013
Top 10 pitfalls with BizTalk-projects
In ourdailypractice we noticethatoften, during BizTalk projects, the support organisation is notinvolved in time and as a resultyoumight get a number of problems.I want to show, by means of a number of examples, thatbyinvolvement of the support organisation, youcananticipate on thoseproblems.
But before we proceed, let’s do a small introduction of myselfMy name is Lex HegtandI live near The Hague in The NetherlandsI’vestartedusing BizTalk with the betafrom BizTalk Server 2004 andI’vemainly had Administrator and Developer rolesI have somecertificationsand I amprettyactive in the BizTalk communityCurrently I workfor Dura Vermeer in Rotterdam,which is one of the largest building companies in The Netherlands
Sowhy talk aboutpitfalls at all?Over the years we have been involved in many BizTalk projectsand we oftenneededtoaddresspitfallsourselves.Bysharingandtalkingaboutthem, we alllearn of the mistakes of otherpeople.The pitfalls I amgoingto talk about are fromboth a project andanadministrationperspectiveWiththispresentation I intendtogiveyou a checklist youcanuseyourselfduringyour BizTalk projects
Next: the agendaFirst we are gonna have a look at what kind of administrators youmight meet in anorganisationNext we’ll go through the 10 pitfallsThenwe’ll point out the keytakeways of the presentationAndthenthere’s room forquestions
In anorganizationyoumight meet different kinds of administrators, allwiththereownspecialtiesandneedsSysteem Administrators: Responsiblefor the platformHigh technical skills, but withlittle feeling for business needsTechnical Application Administrators:Theyknow BizTalkTheyalso have basic platform andapplicationknowledgeBecausethey have knowledge of all 3 aspects, they are abletobe the man in the middlebetween the System Administrators and the Functional AdministratorsFunctional Administrators:Driventhrough the business processAre part of the user organizationDuringthispresentationwhen we talk about Administrators, in most cases we mean the System Administrators
I have providedyouwith bingo cards. The pitfalls are numbered 1 to 10. I want tochallengeyouto check the pitfallsyourecognizefromyourownprojects.
What is the name of the most importantkey in BizTalk? Master SecretKeyIt is stored in anencrypted fileIt is needed in case youneedtorestoreWithout thiskey, youwon’tbeableto get your system runningExplainyour administrator the importance of the Master SecretKeyandhimiftheyknow the location of thiskey!If he can’t answer your question, have him find out the location of that key
This was just one example to point out that many System Administrators don’t have enough knowledge of BizTalkCharacteristics:BizTalk is ‘scary’ and complex (mainly because the concepts are not understood)‘real’ BizTalk admins are hard to findDevelopers often also do Administration, but they lack specific Administration knowledge (Windows, BizTalk, SQL Server etc.)Risc:Monitoring mightbeinsufficientBackups are made incorrectlyHigh Lead time duringproblem analysesAllthis kind of issues can lead todamageto the business process…Improvement:Train or Hireadministrators before the project startsExtra benefit: Administratorsknow BizTalk during the project andcan help make betterchoices
This is the story of Anybody, Nobody, Somebody and EverybodyWe have all been in a situationwhere we thoughtthatsomebodyelseshould do something
Characteristics:Which roles within the IT Department do BizTalk administrationSystem administrators?SQL DBA’s?All valid! Risc:Without decent arrangementsregarding Administration thecontinuity of the business processcan’tbegueranteedImprovement:Make clear who does what, arrange it!Make sure there are no gray areasWho does monitoringWho does daily operationWho does DBA-workWhitepaper on www.axonolympus.nl:Jeroen Hendriks - How toproperlyadminister BizTalk Server
2 Yearsago Gartner publishedthis Run-Grow-Transform model for IT spendings.Run = costsfor running the dailyoperationGrow = costsforimproving the dailyoperation, forexampleautomate a certaintask, instead of keep doingitmanuallyTransform = costsfordeveloping new productsand servicesIT is oftenconsidered as justcosting money, whilebyinnovatingyoucanimproveyourcompetetivenessTake 10% more budget in Transform, makesyouearn 10% in Run, leaving more budget forinnovation in the future
Characteristics:The project leader is onlyfocussed on the project budget, without counting in administrativecostsSo the scope of the project is toonarrowThis leads toHigheradministrationcostsLess budget forinnovation in the futureImprovement: Youcananticipate on thatbyinvolving the Total Costs of Ownership of the entirelifecycleby:Developing a roadmapwith high level functionalityblocks, whichpreparesyouforfuture extension of the applicationAnd the Support organisationcanalso help limit theircostsbyformulating Standards andGuidelines. Bydoingsocomparablesolutions are createdforcomparablesituations, whichhelps in limitingadministrativecosts
Situation: Entering a new customer at anassurance company. With the manual processYou have forgottentoaskforcertain information of the new customerYou have askedyourcolleguebysticking a Post-It on his monitor to call the customer, askfor the needed information and enter the informationData is complete, process is finished!This is a perfectly valid business process!But with an automated processYou don’t have Post-ItsAnd the processgotsuspended in BizTalkIn otherwords: the manual alternatepathsshouldalsobeautomated!
Characteristic:You have spend a large amount of money on BizTalk, infrastructureand a BizTalk solution => but stillyou have much manual laborbecauseonly the Happy Flow has been implementedRisc/improvement:DistincttechnicalproblemsfromfunctionalproblemsTechn. problem: website is turned off => shouldbesolvedby the System- of Techn. Application AdministratorFunct. problem: messages are received, which do notcomplyto the agreedspecification, shouldberoutedto the Functional Administrators, instead of becomingsuspended in BizTalkSoespeciallyfunctionalexceptions are alsoprocesseswhichcanbemodeled!Based on the number of occurences, youcanfind out ifit’sworthtoautomateanexception
Jimmy is showing of his brand new carAnd all he gets is bad commentsNonfunctionalrequirements are forexample:PerformanceMaintainabilityTraceabilityScaleabilityConfigurability
Situation:Whether or not arranging the nonfunctionals can make or break your BizTalk projectExpectations of your customer which are notdiscussed,won’tbeimplementedSobesidesfunctionalrequirements, also interview your customer regardingnonfunctionalrequirements!
Situation: in interviews withcustomers we alwaysaskwhat the availability andsupportability of BizTalk (and the connectedparties) must be. The business most of the time wants 24/7 availability and support, until the find out whatitcosts.
Alsothinkabout the connected partners, maybethey are notavailable 24/7, sothenitmightnot make sense tobe 24/7 availableyourselfMake sure the agreementsregarding availability are in an easy tofindplaceYoualso have tothinkabouthow are youmeasuring availability and the termsfrom the agreement
This is a common scenarioThe project is finishedand the project team is transfering the applicationto the Support organisationBut the Support organisation has not been involvedbefore, had no influanceon the applicationanddoesn´t want to accept/support the application
Project: new toys/capabilities!!Administration: riscs?Renewal is not a goal in itself, but the business must becomesupportedbetterbyusing IT (and new technologies)
As we saidbefore: BizTalk is considered complex, mainlybecause the concepts are notunderstoodQuitefrankly: I can’tblaimthem! In contrast withmanyotherproducts, it takes quitesome consoles to monitor and support BizTalk!
Consoles:BizTalk Server Administration ConsoleSQL Server Management StudioEvent Log ViewerPerformance MonitorMessage Box ViewerPAL (Performance Analysis of Logs)BizTalk Server Best PracticeAnalyser
Last year I wroteanarticle in which I described the potentialproblems in case of the most simple MBR scenario, where a file is transferedfrom a ReceiveLocationto a Send Port, byusing a filter on the Send Port. Therecanbe 17 potentialproblems; somaybe BizTalk is complex!
Improvement:Make sure BizTalk is adopted in processeslike:Daily checkMonitoring
Patch management notarrangedFrom time to time Microsoft comeswith patches whichcontain new functionalityand bug fixes. It is best practicetoinstallthem on your environmentsSecurity updates on Patch Tuesday via Windows Update: 2eTuesday of the month (17:00u UTC)
Software Assurance-program of Microsoft containsamongstothersRight for the newest releaseSupport & Training facilitiesPhone and online supportE-learning-possibilitiesImprovement:- Be preparedfor Patch Tuesday- License manager informsyouaboutproductsgoing End of Lifecycle
Arrangethat 10% extra budgetArrangethat the administrators are up on speed andthat BizTalk is incorperated in the administrativeprocessesArrangesolid establishment of BizTalkwithin the organisation