A comprehensive approach to application portfolio rationalization will enable organizations to maximize the business value of their applications and focus on strategic opportunities.
Application rationalization- Invest today to save tomorrow!Vivek Mishra
As organizations grow, their IT environment gets complex with all the digital applications acquired over time. Due to this, the platform is plagued by data silos and unstructured applications that do not work together anymore. This is where application portfolio rationalization or APR kicks in.
Learn how APR can help you in streamlining the existing application portfolio with an explicit goal of improving efficiency, reducing complexity, and lowering Total Cost of Ownership.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Application rationalization- Invest today to save tomorrow!Vivek Mishra
As organizations grow, their IT environment gets complex with all the digital applications acquired over time. Due to this, the platform is plagued by data silos and unstructured applications that do not work together anymore. This is where application portfolio rationalization or APR kicks in.
Learn how APR can help you in streamlining the existing application portfolio with an explicit goal of improving efficiency, reducing complexity, and lowering Total Cost of Ownership.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Presentation at Open Day on Enterprise-Architecture and Systems-Thinking, London, 21 October 2104, for SCiO (Systems and Cybernetics in Organisations) http://scio.org.uk/
This used my development-work on the Enterprise Canvas framework as a worked-example of how we might create tools to bridge the gaps between enterprise-architecture and systems-thinking, in support of organisations' needs.
(This slidedeck also provides a useful overview and primer for Enterprise Canvas itself.)
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
Application Rationalization with LeanIXLeanIX GmbH
In this presentation from EA Connect Days 2018 in Bonn you learn about the benefits of Application Rationalization and how to optimize your Application Portfolio with LeanIX.
Application Rationalization is a fairly standard process comprising of an end-to-end analysis of the application portfolios in each domain, identifying the overlapping functionalities, unused applications and bottlenecks in systems.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Presentation at Open Day on Enterprise-Architecture and Systems-Thinking, London, 21 October 2104, for SCiO (Systems and Cybernetics in Organisations) http://scio.org.uk/
This used my development-work on the Enterprise Canvas framework as a worked-example of how we might create tools to bridge the gaps between enterprise-architecture and systems-thinking, in support of organisations' needs.
(This slidedeck also provides a useful overview and primer for Enterprise Canvas itself.)
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
Application Rationalization with LeanIXLeanIX GmbH
In this presentation from EA Connect Days 2018 in Bonn you learn about the benefits of Application Rationalization and how to optimize your Application Portfolio with LeanIX.
Application Rationalization is a fairly standard process comprising of an end-to-end analysis of the application portfolios in each domain, identifying the overlapping functionalities, unused applications and bottlenecks in systems.
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...OnePlan Solutions
In today’s rapidly evolving business landscape, digital transformation is not just an option; it’s a necessity for staying competitive. However, managing a Digital Transformation Office (DTO) presents unique challenges, from aligning strategic goals to efficiently allocating resources. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, offers a comprehensive solution to these challenges, enabling managers to excel in their roles and drive successful digital transformation. Join us in this enlightening webinar to discover how OnePlan can revolutionize your management approach.
Key Takeaways:
Strategic Alignment and Decision Making: Learn how OnePlan’s platform facilitates the alignment of digital transformation initiatives with business objectives, ensuring that every project contributes to the overarching strategy.
Resource Optimization and Forecasting: Discover the tools and methodologies OnePlan offers for optimal resource allocation and forecasting, maximizing efficiency, and minimizing waste.
Risk Management and Adaptability: Understand how OnePlan’s AI capabilities can help your DTO navigate uncertainties and adapt to changes swiftly and effectively.
Enhancing Collaboration and Transparency: Explore how OnePlan promotes a culture of collaboration and transparency across departments, crucial for the success of digital transformation efforts.
Driving Innovation and Competitive Advantage: See how integrating OnePlan’s Strategic Portfolio Management Platform and AI into your management practices can not only streamline operations but also foster innovation and create a sustainable competitive advantage.
This webinar is for managers, leaders, and anyone involved in driving digital transformation within their organizations. Whether you’re just starting your digital transformation journey or looking to enhance your current strategies, OnePlan’s platform offers the tools, insights, and support needed to achieve success in the digital era.
Developing End State Vision
Advice and Planning Strategy
Driving a Business Architecture
Provisioning a Portfolio of Projects
eGRC Operation Control
Minimizing Financial Risk
Aggregating Financial Risk
Managing Mainframe Entitlements
Implementing Data Governance
Understanding Data Lineage
Defining Global Customer Strategy
5 Essential Steps for Successful Application Modernization StrategyJohnAdams514191
Explore the 5 Essential Steps for Successful Application Modernization Strategy in our latest blog post. We guide you through the process of modernizing your applications, from comprehensive assessment and planning to defining clear objectives and prioritizing applications. Discover various modernization approaches, learn best practices for execution and implementation, and understand the importance of continuous testing, monitoring, and improvement. This insightful guide is designed to help businesses enhance performance, user experience, and security in today's competitive digital landscape.
Read the full blog here in the link above.
Restructure with less risk and more confidence. Business integration and its inherent transformational elements always present
a number of tough challenges as well as opportunities for the business as a
whole – e.g. deciding what the target operating model will look like and choosing
which systems best suit new ways of working. Lack of clarity with these new ways
of working can cause additional hurdles. For example, sometimes politics can
get in the way; with ‘pet’ systems chosen over those systems that actually fit the
target operating model and the desired culture of the merged organisations.
Example of a designed Brochure. Worker Ant design specialises in converting agency artwork into perfect MS Office templates. We also design presentations and Word documents.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet today’s intensified demands for business resilience.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
In recent years, insurers have invested in technology platforms and process improvements to improve
claims outcomes. Leaders will build on this foundation across the claims landscape, spanning experience,
operations, customer service and the overall supply chain with market-differentiating capabilities to
achieve sustainable results.
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Key Trends Shaping the Future of Infrastructure.pdf
A Comprehensive Approach to Application Portfolio Rationalization
1. • Cognizant 20-20 Insights
A Comprehensive Approach to
Application Portfolio Rationalization
Executive Summary Application portfolio rationalization leads to other
cost and business benefits realized through quick
Ongoing economic uncertainty is imposing
cost savings, reductions in total cost of ownership
stringent cost pressures on organizations across
(TCO), heavier reliance on more flexible Op-Ex
industries. In response, many businesses are prior-
models, maximization of ROI to drive long-term
itizing their investments to drive operational effi-
business value and architectural alignment. If
ciencies and minimize IT spend on their application
executed correctly, our approach eliminates
portfolios. However, several factors — including
functional overlaps and ensures stricter
the expanding size and complexity of the appli-
compliance with regulatory requirements and
cation portfolio, poor license management, rising
alignment with corporate strategy. The rational-
total cost of ownership and increasing inflexibility
ization exercise we lay out is not merely another
— are challenging many organizations to adapt to
instrument for cost cutting but is a strategic
the rapid changes in the business environment.
initiative for improving the business effectiveness
Many IT organizations are working to lower the
and operational efficiency of the organization.
percent of the budget spent on operations and
maintenance, which tends to hover at 70% or
Making the Business Case
above, according to industry estimates.
With change being the only constant in today’s
This paper provides a methodical approach, with hyper-competitive global economy, organizations
embedded critical success factors, for application need to innovate to adapt quickly to ever-fluctu-
portfolio rationalization. It also describes a robust ating market conditions. To keep pace, organiza-
model for assessing the business value, technical tions have tended to invest aggressively in IT ini-
health and strategic fit of the application estate, tiatives, resulting in a wide array of disparate and
as well as prescribed solutions, such as decentral- disconnected applications across their portfolios.
ization of the software/application procurement Mergers and acquisitions, niche applications, IT
function and other overlooked components of upgrades and in-flux replacement projects add to
cost avoidance in the portfolio. A comprehen- the application cacophony.
sive approach allows organizations to utilize the
residual business value of the existing portfolio, Through application rationalization, organizations
which frees key resources and funds to support a can transform a highly complex, costly and only
focus on high-value opportunities. moderately effective application catalog into an
agile, lean and productive portfolio, aligned with
cognizant 20-20 insights | november 2011
2. key business needs and adaptable to an ever- • Strong commitment from top management:
changing macro-economic climate. Creating a Top-level support is mandatory, since initia-
business-aligned portfolio can enable operational tives like this have organization-wide impact.
agility and flexibility; however, it may necessitate The leadership team must align application
changes in the organization’s governance and portfolio rationalization strategically with key
fundamental operational processes. It will also organization objectives to first overcome and
require IT leaders to shift core resources from then resolve conflicting business needs. Most
tactical to strategic initiatives. Key considerations experts would agree that strategic planning
for rationalizing the application portfolio are: should be at the heart of the IT leader’s
agenda.
• Establishing a quantitative baseline on the
efficiency and effectiveness of the current • Clear communication of objectives and
expectations: Clearly conveying top-priority
application landscape so that prudent
objectives to all relevant resources is extremely
management decisions can be made regarding
critical. Objectives must be “SMART,” as in,
current and future application development,
specific, measureable, achievable, realistic and
application phase-out and remediation.
time-framed.
• Ensuring proper business/IT alignment (i.e.,
making sure IT is working on initiatives that • Access to and active participation of stake-
holders: Data collection is a crucial part of
the business values the most) and prioritizing
the application rationalization exercise. It is
applications that need the most attention.
essential to assemble both fact-based data, as
• Determining management options for trans- well as information regarding the perception
lating application value improvement theory of business users to properly measure overall
into meaningful results. application portfolio effectiveness. So, access
to and involvement of stakeholders in the data
Critical Success Factors collection process, as well as validation of the
To control the leakage of value realization from hypothesis, is essential.
an application portfolio rationalization program,
it is important to understand the critical success • A robust model for applications health
analysis on key dimensions: A model for
factors that drive the value expected from such
application health analysis will increase the
an initiative (see Figure 1), such as the following:
probability of developing recommendations
Drivers of Success
Strong commitment from top management team
Clear communication of objectives of portfolio rationalization
Access to and active participation of all the stakeholders
Robust model for application health analysis on key dimensions
Critical
Success
Factors Experienced team of consultants with right mix of skills
Higher degree of confidence on financial data
Availability of budget and resources to implement recommendations
Application rationalization as an ongoing process requiring regular evaluation
Figure 1
cognizant 20-20 insights 2
3. that drive successful rationalization of the ization projects fail is lack of budget, resources
application portfolio. The assessment can or both to implement appropriate recom-
be performed based on strategic, business, mendations. The organization must assess
technical and commercial dimensions, using a the cost and level of involvement required
comprehensive questionnaire for surveys and before executing the application rationaliza-
interviews. tion initiative to ensure desired benefits are
realized.
• A higher degree of confidence regarding
financial data and information: Decisions • Application rationalization as an ongoing
on which recommendations are implemented, process with regular evaluations: Applica-
and in what order, are made on the basis of tion rationalization is a continuous improve-
translated financial benefits. The financial ment program that requires regular re-eval-
model for realizing benefits must not only be uation to determine the effectiveness of the
robust; it must also be reinforced by a high portfolio and its alignment with organizational
degree of confidence in the financial informa- objectives.
tion supporting it.
A Framework for Transforming
• An experienced team of consultants with
the Application Portfolio
the right mix of skills and knowledge: A
cross-functional team comprising highly expe- A robust framework for application portfolio
rienced business consultants, domain experts, rationalization involves data collection, applica-
process consultants and technology architects tion profiling, application value analysis, identi-
is an essential parameter for successful appli- fication of opportunities and defining an imple-
cation rationalization. A cross-functional team mentation roadmap. The framework is focused
helps drive synergies and improve collabora- on understanding, analyzing and transforming
tion, as well as bring multiple perspectives to the current application portfolio to arrive at the
a case, which helps in gaining alignment more most effective rationalized application portfolio.
quickly. Following the application portfolio analysis, an
opportunity domain grid is created for categoriz-
• Availability of budget and resources to
ing the opportunities identified by the framework,
implement recommendations: One of the fun-
as well as other hidden costs that, if surfaced,
damental reasons some application rational-
reveal potential cost-cutting opportunities.
A Step-by-Step Process for Application Rationalization
Application Profiling Opportunity Benefits Realization
Data Collection & Implementation
& Value Analysis Mapping
Roadmap
Finalize project scope
Prepare business
Create Develop
value and technical
rationalization map recommendations
health model
Prepare interview/
survey questionnaire
Identify opportunity
Profile the domains Develop business
Collect data from
application portfolio cases
application support team
for data inventory
Map applications
on opportunity Conduct cost/benefit
Collect data from Score applications on analysis
business value and domains grid
application estate
register and portals technical health
Analyze application
Interview/survey of Create
Discuss with clusters
application service implementation
business team roadmap
managers
Figure 2
cognizant 20-20 insights 3
4. During the rationalization process, the value of analysis. Applications are also clustered based on
each application is computed. According to the their business function.
analysis conducted on each application, a rec-
ommendation is made to either retire or decom- Applications Profiling and Value Analysis
mission end-of-life applications or conduct a In the next phase, a robust application portfolio
functional upgrade to applications determined rationalization model factors in the key
to be critical to the business or with significant parameters that influence the business value
business potential (see Figure 2). and technical health of an application. Each of
the parameters identified under the business
Data Collection and technical dimensions is assigned a weight
In the first phase, the application inventory is fil- based on its relative importance to the other
tered to remove applications that are obsolete parameters within a dimension (see Figure 3).
or have been earmarked for retirement. Applica- Individual applications are assessed on each
tion portfolio profiling starts parameter, reinforced by the data collected
Application portfolio with issuing a questionnaire through interviews and surveys. The business
that is intended to assemble value and technical health index identifies each
profiling starts data elements across busi- application’s lifecycle positioning, assesses the
with issuing a ness, technology, strategic opportunity for improvement, calculates the cost
questionnaire that is fit functionality and cost savings and determines the actions needed to
dimensions. The question- optimize the application’s business effectiveness.
intended to assemble naire can be customized to
data elements capture the essence of the A rationalization map is generated using the
quantitative data model to identify the under-
across business, domain to ensure the most performing assets and propose measures for
accurate and useful informa-
technology, strategic tion is captured for analysis. improvement.
fit functionality and The primary information is Opportunity Mapping
cost dimensions. obtained through interviews, In the third phase, a rationalization map is gen-
using the questionnaire, with
the application service man- erated, using the business value and technology
agers and business system owners of the process. health index. The rationalization map identifies
A kaleidoscopic view is generated on the demo- opportunities for application decommissioning,
graphics of the portfolio to develop a high-level application consolidation, technology/platform
Key Parameters for Weighing Business Value, Technical Health
Key Parameters for Weighing Business Value and Technology Health
Scalability Usage Data
and Scalability Analysis and
Documentation
Flexibility Functionality and Dependencies
& Training
Coverage Flexibility Documentation
& Training
Stability & Financials Complexity
Usage Stability
Criticality
Criticality
Business Value Technology Health
Figure 3
4
cognizant 20-20 insights 4
5. Converting the Application Rationalization Map
to an Opportunity Domain Grid
Rationalization Model
Rationalization Map
0.900
Enhance Maintain/
Functionality/ Evolve
Consolidate
0.800
0.700
0.600
Opportunity Domain Grid
Technical Health
0.500
Support Service
Applications
Team Category 0.400
Consolidation
Consolidation Savings
0.300
Instance/ 0.200
Enrichment Technology Retire/ Rewrite/
Versions
Opportunity Upgrade Consolidate Replace
Consolidation 0.100
0.100 0.200 0.300 0.400 0.500 0.600 0.700 0.800 0.900
Business value
Decommissioning/ License Functional
Retirement Consolidation Overlap
Figure 4
upgrade and functional enrichment. After the reduce the overall license spend by the simple
application rationalization map is generated, an principle of economies of scale. Centralization
opportunity domain grid is created. The oppor- also enables IT to identify the right number of
tunity domain grid maps the opportunity based users in advance, which streamlines management
on decommissioning, consolidation and upgrad- and improves utilization.
ing the application environment, and identi-
fies additional opportunities for cost avoidance Benefits Realization and
(see Figure 4). Implementation Roadmap
In the last phase, an implementation roadmap is
Traditionally, most large organizations allocate
created. It collates a set of actions, clustered on a
and manage IT budgets in silos; as a result,
time-scale basis, that are required to achieve sus-
many similar applications are procured and used
tainable business results. This roadmap supplies
by different business units. By centralizing the
the organization with immediate, short-term and
software procurement function across business
long-term opportunities to improve the applica-
units/geographies, the IT organization can help
Prioritizing the Opportunities
Wave 3: Longer Term
Wave 2: Near Term 3
2
Wave 1: Immediate
Rationale
1
Rationale
Rationale
Figure 5
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cognizant 20-20 insights 5
6. Improving Operational Efficiency Through Rationalization
Payback Opportunities Cost/Benefit Attributes
1
Optimizing Business
IT Cost Innovation
IT Efficiency
Payback from
Application
Portfolio
Rationalization
Process
Improvement
2
Improving
Operational Ease of
Efficiency Governance
Figure 6
9
tion portfolio. The opportunities can be prioritized Long-term payback from application portfolio
based on the ease and cost of implementation, rationalization will be realized in four ways:
savings and inter-dependencies (see Figure 5).
> Reducing TCO by retiring the redundant
applications.
Spotlight on ROI
Rationalization enables organizations to signifi- > Consolidating multiple versions of similar
cantly alter their cost structures (Figure 7). While applications and services running at differ-
rationalization demands an initial investment, it ent locations.
can significantly reduce the cost of running the > Maximizing the reuse of common utilities
business. For instance, an initial investment in across various business functions.
the consolidation of similar applications, utilities
and services will create a foundation for medium- > Reducing total cost of quality by minimiz-
ing the number of applications that would
and long-term payback by reducing maintenance
undergo the quality compliance process.
expenses and improving operational efficiencies.
Quantifying Application Portfolio Rationalization
Expenditure Pattern
Cost ($) Lights-On Transformational
Development Overall
+ savings
growth
Initial
consolidation
Minimum cost to run Development
the business Cost can +
= be reduced growth
operations through
rationalization
+ Operations
application +
maintenance application
maintenance
Time
Figure 7
cognizant 20-20 insights 6
7. Case Study: Life Sciences • Identified the business function cluster and
developed business cases focused on applica-
Client Situation
tion consolidation. This reduced the functional
A leading pharmaceutical organization faced the overlap and complexity of individual clusters,
challenge of increased size and complexity of generating further cost savings.
its application landscape, making it difficult to
respond quickly to dynamic business changes. The Building a Lasting Infrastructure
company was looking to reduce the total cost of
Companies across industry face overwhelming
ownership of its applications, identify cost savings
challenges to gain operational efficiencies and
and cost avoidance opportunities and assess the
reduce the complexity and TCO of their appli-
impact of tighter IT architectural alignment with
cation portfolios. A decentralized approach for
its global business architecture. The IT organiza-
managing the application portfolio typically leads
tions’ goal was to identify the functional overlaps
to organizational inefficiencies. As the need for
and opportunities for application portfolio ratio-
new business applications arises, the portfolio
nalization.
landscape changes quickly, which necessitates
Value Delivered a rationalization exercise to be performed at
regular intervals to ensure an applications infra-
We worked with the IT leadership team to perform
structure that supports business requirements.
the assessment/analysis of a global drug devel-
opment applications portfolio, with the following The desire for continuous improvement and
results: realization of rationalization opportunities will
help organizations reduce license costs, tap the
• Simplified the application portfolio by reducing
existing portfolio’s residual business value and
portfolio size by 40%.
reduce functional overlap — all of which are key
• Proposed savings of $1.5 million from quick ingredients in an IT infrastructure that supports
wins — $1 million from near-term actions and today’s business requirements and anticipates
$600,000 from long-term opportunities. tomorrow’s needs.
• Concluded that 20% of the application had
license savings opportunities, a key parameter
for cost avoidance.
About the Authors
Dinesh Singh is a Lead Business Consultant within Cognizant Business Consulting’s Life Sciences Practice.
He is a seasoned advisor with nine-plus years of experience in strategy, business and domain consulting
across the life sciences industry. He has worked with leading pharmaceutical clients on addressing key
business problems with an aligned IT strategy. He can be reached at Dinesh.Singh@cognizant.com.
Rajesh Kuppuswamy is a Practice Director within Cognizant Business Consulting’s Life Sciences
Practice. He has over 14 years of experience across pharmaceutical R&D, clinical R&D, safety and risk
management and R&D IT. Rajesh specializes in providing strategic leadership to help life sciences
organizations more effectively leverage the global delivery model. He can be reached at
Rajesh.Kuppuswamy@cognizant.com.
Dr. Andrew Hill is an Assistant Vice President within Cognizant Business Consulting’s Life Sciences
Practice. He has more than two decades of IT industry experience and deep knowledge of the life
sciences domain. Andrew is responsible for providing leadership to help Cognizant’s Life Sciences
consulting clients achieve their business goals. His areas of specialty include strategic planning and
long-term partnerships, as well as relationship and delivery management. He can be reached at
Andrew.Hill@cognizant.com.
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