This solution involved leveraging Tridant’s specialist skill set of Technical Architecture Services and expertise in consultation, education, support, training & mentoring to move UniSA to the next level of IBM Cognos Business Intelligence Usage.
IDG MarketPulse: Virtual Graphics Processing Unit (vGPU)jmariani14
Presented on behalf of Dell, VMware & NVIDIA.
The purpose of this survey is to better understand user experiences and challenges with demanding graphics applications in use today, in addition to deployment plans for virtualized graphics solutions. The survey explores the expected and experienced benefits of virtualized graphics solutions, as well as primary barriers to deployment.
The State of UC: Future Adopters Poised to Reap Benefits via CloudMari Hansen
Companies like yours are successfully addressing communications and collaboration challenges with UC. Learn what holds others back - and how to overcome those obstacles.
The document provides a project charter for implementing a paperless office system at Aggie Medical Group. The purpose is to digitize patient interactions like admissions and billing to improve efficiency. Key objectives include providing doctors digital access to records and streamlining the admittance process. The project scope covers analyzing customer databases and training. Nia Johnson is the project manager overseeing analysis, design, development and implementation. A steering committee will provide oversight and sign off on deliverables and changes.
Hw1 project charter electronic health record for university health care_sunil...Sunil Kumar Gunasekaran
This 3 sentence summary provides the key details about the project charter:
The project charter outlines an 8 phase plan to implement an Electronic Health Record system for a University Student Health Care center over multiple years. The goal is to digitize paper health records, allow for electronic access and sharing of records between departments, and standardize documentation. The project involves various stakeholders from the university and health center and will require coordinating resources and dependencies between departments.
This document is a project report submitted in partial fulfillment of the requirements for a Bachelor of Technology degree in Computer Science and Engineering. It describes the development of a system called "PROACTIVE" aimed at quality assurance and control for an international manufacturer of semiconductor materials. The proposed system would analyze manufacturing data to detect quality issues and respond proactively, as opposed to traditional reactive quality applications. It would balance production throughput needs with stringent quality control for solar module components.
Information Technology Project Management - part 01Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the project manager, challenges in IT project management, and best practices for project success. The textbook aims to explain fundamental concepts in project management and discuss their application to information technology projects.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
Surprising Discoveries and Key Takeaways on Warehouse EfficiencyIvanti
See what nearly 150 global warehouse technology leaders are saying about their mobile applications and OS migration plans. VDC Research and Ivanti are teaming up to break out the surprise findings from VDC’s new research report, along with the key trends you need to focus on in order to keep pace with warehouse demands. Join us for this 10 slide, 35 minute webinar featuring VDC Research’s Eric Klein and learn:
The top warehouse improvement initiatives for 2018, key factors driving new investment in mobile warehouse solutions, what warehouse decisiion makers are saying about app migration, and nine key takeaways to keep in mind for future growth.
IDG MarketPulse: Virtual Graphics Processing Unit (vGPU)jmariani14
Presented on behalf of Dell, VMware & NVIDIA.
The purpose of this survey is to better understand user experiences and challenges with demanding graphics applications in use today, in addition to deployment plans for virtualized graphics solutions. The survey explores the expected and experienced benefits of virtualized graphics solutions, as well as primary barriers to deployment.
The State of UC: Future Adopters Poised to Reap Benefits via CloudMari Hansen
Companies like yours are successfully addressing communications and collaboration challenges with UC. Learn what holds others back - and how to overcome those obstacles.
The document provides a project charter for implementing a paperless office system at Aggie Medical Group. The purpose is to digitize patient interactions like admissions and billing to improve efficiency. Key objectives include providing doctors digital access to records and streamlining the admittance process. The project scope covers analyzing customer databases and training. Nia Johnson is the project manager overseeing analysis, design, development and implementation. A steering committee will provide oversight and sign off on deliverables and changes.
Hw1 project charter electronic health record for university health care_sunil...Sunil Kumar Gunasekaran
This 3 sentence summary provides the key details about the project charter:
The project charter outlines an 8 phase plan to implement an Electronic Health Record system for a University Student Health Care center over multiple years. The goal is to digitize paper health records, allow for electronic access and sharing of records between departments, and standardize documentation. The project involves various stakeholders from the university and health center and will require coordinating resources and dependencies between departments.
This document is a project report submitted in partial fulfillment of the requirements for a Bachelor of Technology degree in Computer Science and Engineering. It describes the development of a system called "PROACTIVE" aimed at quality assurance and control for an international manufacturer of semiconductor materials. The proposed system would analyze manufacturing data to detect quality issues and respond proactively, as opposed to traditional reactive quality applications. It would balance production throughput needs with stringent quality control for solar module components.
Information Technology Project Management - part 01Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the project manager, challenges in IT project management, and best practices for project success. The textbook aims to explain fundamental concepts in project management and discuss their application to information technology projects.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
Surprising Discoveries and Key Takeaways on Warehouse EfficiencyIvanti
See what nearly 150 global warehouse technology leaders are saying about their mobile applications and OS migration plans. VDC Research and Ivanti are teaming up to break out the surprise findings from VDC’s new research report, along with the key trends you need to focus on in order to keep pace with warehouse demands. Join us for this 10 slide, 35 minute webinar featuring VDC Research’s Eric Klein and learn:
The top warehouse improvement initiatives for 2018, key factors driving new investment in mobile warehouse solutions, what warehouse decisiion makers are saying about app migration, and nine key takeaways to keep in mind for future growth.
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of
the various processes.
The document discusses a rapid deployment methodology for BMC Remedy solutions developed by generationE Technologies. It outlines the issues affecting traditional BMC Remedy deployments like developer productivity and time to market. It then describes the benefits of a rapid application development approach and generationE's BMC Remedy rapid deployment methodology which uses iterative development, prototyping, and timeboxing to compress project timelines. A case study example is also provided.
This document summarizes key discussions from an event on agile testing trends. The main topics discussed include:
1) Many attendees were experienced with agile software development compared to previous years and were seeking to refine their testing approaches within agile teams.
2) Atlassian shared their experience shifting from quality assurance to quality assistance by having testers collaborate earlier with developers. This helped reduce Atlassian's tester to developer ratio.
3) Automation, code literacy for testers, and collaboration between testers and developers using common tools were agreed to be important for mature agile testing practices.
This document discusses a feasibility study for developing a web application to help assess and support early speech, language, and hearing development in children. It analyzes the economic, technical, social, time and resource, operational, behavioral, and schedule feasibility of the proposed system. The study finds that developing the system is feasible within budget constraints and has technical requirements that can be met. Users would likely accept the system with proper training. It could increase efficiency and customer satisfaction while being simple to use and maintain. Some changes may be needed within the organization but the project schedule is reasonable.
Agile Release Planning, Metrics, and RetrospectivesTechWell
How do you compare the productivity and quality you achieve with agile practices with that of traditional waterfall projects? Join Michael Mah to learn about both agile and waterfall metrics and how these metrics behave in real projects. Learn how to use your own data to move from sketches on a whiteboard to create agile project trends on productivity, time-to-market, and defect rates. Using recent, real-world case studies, Michael offers a practical, expert view of agile measurement, showing you these metrics in action on retrospectives and release estimation and planning. In hands-on exercises, learn how to replicate these techniques to make your own comparisons for time, cost, and quality. Working in pairs, calculate productivity metrics using the templates Michael employs in his consulting practice. You can leverage these new metrics to make the case for changing to more agile practices and creating realistic project commitments in your organization. Take back new ways for communicating to key decision makers the value of implementing agile development practices.
Information Technology Project Management - part 04Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics include developing project charters to formally initiate projects, creating comprehensive project management plans, and directing and managing project work according to plans.
IT Executive Survey: Strategies for Monitoring IT Infrastructure & ServicesCA Technologies
This slide deck summarizes results from a survey to uncover key challenges IT executives face in monitoring IT Infrastructure & services. 47% of the respondents use more than 5 IT monitoring tools to monitor their IT infrastructure, while scalability and the pain of jumping from one monitoring tool to the other were one of key challenges mentioned. Learn more about CA Nimsoft Monitor Snap at http://www.ca.com/snap
Change buy in - how to get stakeholders to embrace changekate_bukowski
This document summarizes strategies for gaining stakeholder support for organizational change. It discusses:
1) Communicating the benefits of change to stakeholders can help reduce anxiety and gain their buy-in. Developing a detailed communications plan that engages stakeholders throughout the change process is important.
2) Identifying "clinical champions" or ambassadors for the change who can communicate the benefits to their colleagues is an effective way to promote adoption of the change.
3) Anticipating potential obstacles to change upfront and addressing stakeholders' concerns, like lack of time or computer skills, in the communications plan can help smooth the transition and gain cooperation. Regular updates on progress also maintain stakeholder involvement.
EuroSPI O'Donnell Richardson Agile Methods in a Very Small CompanyMichael O'Donnell
This document discusses a case study of implementing agile methods at a small Irish software company called Sporting Software Ltd. The company tried implementing Extreme Programming (XP), an agile method, but ultimately declared it a failure. Some of the key problems encountered were lack of management support for agile methods and pre-existing employment contracts that did not align with agile values. The case study highlights that implementing agile methods can be challenging for small, remotely located companies.
Many organisations operatin in highly regulated environments, such as healthcare, have concluded that in order to achieve the next level of product quality and safety improvements, not to mention enhanced competitiveness, adoption of a more Agile approach is required. In this presentation, you will learn how the Agile software development approach for high assurance systems addresses many of the challenges found in many highly regulated enterprise environments.
Presented by Craig Langenfeld
DevOps Best Practices: Combine Coding with CollaborationCognizant
To implement DevOps, "soft skills" pay a key role along with the integrated tools for enabling the platform. We offer best practices and tool suggestions for implementing DevOps.
The Health First Pharmaceutical Company is implementing a project to improve its quality document management system. The current system is inadequate due to growth and increased regulations. The project will assess current practices, recommend a new system or changes, and implement the solution. The project budget is $125,000. Key deliverables will be a feasibility study, requirements analysis, and implementation plan. The solution must meet ISO standards and integrate with other systems. Regular updates will be provided via an internal blog/wiki to communicate with stakeholders. The quality goal is to define problems, assess options, and present a viable solution to the project board.
Development Of Practice Management Software EssaySherry Bailey
The document outlines a project plan for managing a software project. It includes sections on project organization, work planning, scheduling and allocating resources, quality control, risk management, and technical and supporting processes. The goal of the project is to develop an Automated Model Compiler tool for Ford to allow users to compile models in their everyday activities. The project plan defines the roles and responsibilities as well as processes for estimation, staffing, training, configuration management, verification, and validation.
Nihilent’S Testing Services Case Profiles Nihilent.1jonathanwiesman_1
Nihilent helped Dimension Data by:
1. Defining a test strategy and selecting testing tools.
2. Implementing automation for functional, performance, and security testing.
3. Conducting manual testing and performance/stress testing of critical functions.
This reduced the testing cycle from 21 days to 2 days, allowing more cycles per release and increasing quality while reducing effort, cost, and issues.
IRJET- Web based Project Management Systems for Small to Midsize Business...IRJET Journal
This document reviews web-based project management systems for small and mid-sized businesses. It discusses how current systems do not fully support ideal managerial communication styles. The proposed system aims to integrate communication and organizational tools like PHP, JavaScript, CSS, Bootstrap, MySQL, and HTML to allow customization for different business needs. It would provide analytics on user participation and resource usage to improve efficiency. The system is still under development and future phases will incorporate various modules to address issues like business interruptions and information sharing gaps between organizations. The goal is to create a platform that strengthens communication within and between companies through roles, videos, texts and notifications.
This document provides a summary of the requirements for developing a web-based taxi reservation system for City Taxi (PVT) Ltd. It outlines the project scope, objectives, methodology, and deliverables. The key requirements include developing modules for passengers to register and reserve taxis, drivers to update their availability, an admin interface to manage operations, and integration of payment processing. The system must be developed within budget and timeline using a waterfall methodology. Functional requirements include user authentication, vehicle and driver management, and reservation/payment features. Non-functional requirements specify the system needs to have a responsive design, fast response times, and security controls to protect customer data.
International Container Terminal Services, Inc. (ICTSI) commissioned EMC Consulting to help enhance the business continuity capabilities of its flagship division, the Manila International Container Terminal (MICT), in order to minimize disruptions. EMC conducted an audit of ICTSI's business continuity program and identified areas for improvement. They then helped develop department-level recovery plans for two pilot departments, standardizing the format. The project trained internal staff to continue expanding the program throughout the company. The standardized plans aimed to balance usability during crises with sufficient detail.
The CTA implemented an ISO 9001 quality management system and ProjectNet, a web-based project management system, to improve efficiency in managing its multi-billion dollar capital improvement program. The systems were designed to streamline processes, focus on customer satisfaction, and enable continuous quality improvement. After implementing the systems over 12 months, the CTA received ISO 9001 certification. ProjectNet and the quality system provided benefits like reduced project durations, improved collaboration, and cost savings. Examples showed projects being completed ahead of schedule and under budget. The quality initiatives improved the CTA's capital program management and delivered benefits to citizens through more efficient transportation improvements.
The document provides a summary of 15 projects that Jeff Davis has managed or contributed to over his career. These include developing applications like a case tracking system for a captive insurance company and a custom service request system. He has also led infrastructure projects such as deploying a new LAN across 45 offices and upgrading 1200 desktop computers. Other responsibilities discussed are managing development teams, implementing new systems, and establishing project management processes.
IT reported issues with supporting applications on aging hardware that was no longer supported by vendors, causing performance issues. A program was implemented to virtualize servers, upgrade networking, and migrate 17 applications to new technology. The program director ensured momentum was maintained across multiple simultaneous projects and that customer expectations were met.
Douglas J. Mader is a seasoned executive in the utility industry with over 40 years of experience leading transmission planning, engineering, operations, construction, and IT functions. He has a track record of driving process improvement, safety performance, and cultural change. Most recently, as Director of IT Infrastructure, he reduced operating costs while maintaining customer satisfaction. He also has experience managing large capital programs and projects on time and on budget.
STUDY AND IMPLEMENTATION OF LAST PLANNER SYSTEM (LPS) IN CONSTRUCTION PROJECTSIRJET Journal
This document discusses the implementation of the Last Planner System (LPS) in construction projects. It begins with an introduction to lean construction and LPS. The LPS aims to improve project planning and control through short-term planning. It breaks down work into smaller packages and activities and encourages commitment from foremen. The document then discusses the various components of LPS in detail - master planning, phase scheduling, look-ahead planning, weekly work plans, and percentage plan complete. Various tools used for LPS implementation are also explained, including constraints analysis boards, Pareto charts, and commitment monitoring boards. The objective is to study LPS concepts and apply it on a case study to improve labour productivity, minimize time and cost, and achieve reliable workflow.
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of
the various processes.
The document discusses a rapid deployment methodology for BMC Remedy solutions developed by generationE Technologies. It outlines the issues affecting traditional BMC Remedy deployments like developer productivity and time to market. It then describes the benefits of a rapid application development approach and generationE's BMC Remedy rapid deployment methodology which uses iterative development, prototyping, and timeboxing to compress project timelines. A case study example is also provided.
This document summarizes key discussions from an event on agile testing trends. The main topics discussed include:
1) Many attendees were experienced with agile software development compared to previous years and were seeking to refine their testing approaches within agile teams.
2) Atlassian shared their experience shifting from quality assurance to quality assistance by having testers collaborate earlier with developers. This helped reduce Atlassian's tester to developer ratio.
3) Automation, code literacy for testers, and collaboration between testers and developers using common tools were agreed to be important for mature agile testing practices.
This document discusses a feasibility study for developing a web application to help assess and support early speech, language, and hearing development in children. It analyzes the economic, technical, social, time and resource, operational, behavioral, and schedule feasibility of the proposed system. The study finds that developing the system is feasible within budget constraints and has technical requirements that can be met. Users would likely accept the system with proper training. It could increase efficiency and customer satisfaction while being simple to use and maintain. Some changes may be needed within the organization but the project schedule is reasonable.
Agile Release Planning, Metrics, and RetrospectivesTechWell
How do you compare the productivity and quality you achieve with agile practices with that of traditional waterfall projects? Join Michael Mah to learn about both agile and waterfall metrics and how these metrics behave in real projects. Learn how to use your own data to move from sketches on a whiteboard to create agile project trends on productivity, time-to-market, and defect rates. Using recent, real-world case studies, Michael offers a practical, expert view of agile measurement, showing you these metrics in action on retrospectives and release estimation and planning. In hands-on exercises, learn how to replicate these techniques to make your own comparisons for time, cost, and quality. Working in pairs, calculate productivity metrics using the templates Michael employs in his consulting practice. You can leverage these new metrics to make the case for changing to more agile practices and creating realistic project commitments in your organization. Take back new ways for communicating to key decision makers the value of implementing agile development practices.
Information Technology Project Management - part 04Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics include developing project charters to formally initiate projects, creating comprehensive project management plans, and directing and managing project work according to plans.
IT Executive Survey: Strategies for Monitoring IT Infrastructure & ServicesCA Technologies
This slide deck summarizes results from a survey to uncover key challenges IT executives face in monitoring IT Infrastructure & services. 47% of the respondents use more than 5 IT monitoring tools to monitor their IT infrastructure, while scalability and the pain of jumping from one monitoring tool to the other were one of key challenges mentioned. Learn more about CA Nimsoft Monitor Snap at http://www.ca.com/snap
Change buy in - how to get stakeholders to embrace changekate_bukowski
This document summarizes strategies for gaining stakeholder support for organizational change. It discusses:
1) Communicating the benefits of change to stakeholders can help reduce anxiety and gain their buy-in. Developing a detailed communications plan that engages stakeholders throughout the change process is important.
2) Identifying "clinical champions" or ambassadors for the change who can communicate the benefits to their colleagues is an effective way to promote adoption of the change.
3) Anticipating potential obstacles to change upfront and addressing stakeholders' concerns, like lack of time or computer skills, in the communications plan can help smooth the transition and gain cooperation. Regular updates on progress also maintain stakeholder involvement.
EuroSPI O'Donnell Richardson Agile Methods in a Very Small CompanyMichael O'Donnell
This document discusses a case study of implementing agile methods at a small Irish software company called Sporting Software Ltd. The company tried implementing Extreme Programming (XP), an agile method, but ultimately declared it a failure. Some of the key problems encountered were lack of management support for agile methods and pre-existing employment contracts that did not align with agile values. The case study highlights that implementing agile methods can be challenging for small, remotely located companies.
Many organisations operatin in highly regulated environments, such as healthcare, have concluded that in order to achieve the next level of product quality and safety improvements, not to mention enhanced competitiveness, adoption of a more Agile approach is required. In this presentation, you will learn how the Agile software development approach for high assurance systems addresses many of the challenges found in many highly regulated enterprise environments.
Presented by Craig Langenfeld
DevOps Best Practices: Combine Coding with CollaborationCognizant
To implement DevOps, "soft skills" pay a key role along with the integrated tools for enabling the platform. We offer best practices and tool suggestions for implementing DevOps.
The Health First Pharmaceutical Company is implementing a project to improve its quality document management system. The current system is inadequate due to growth and increased regulations. The project will assess current practices, recommend a new system or changes, and implement the solution. The project budget is $125,000. Key deliverables will be a feasibility study, requirements analysis, and implementation plan. The solution must meet ISO standards and integrate with other systems. Regular updates will be provided via an internal blog/wiki to communicate with stakeholders. The quality goal is to define problems, assess options, and present a viable solution to the project board.
Development Of Practice Management Software EssaySherry Bailey
The document outlines a project plan for managing a software project. It includes sections on project organization, work planning, scheduling and allocating resources, quality control, risk management, and technical and supporting processes. The goal of the project is to develop an Automated Model Compiler tool for Ford to allow users to compile models in their everyday activities. The project plan defines the roles and responsibilities as well as processes for estimation, staffing, training, configuration management, verification, and validation.
Nihilent’S Testing Services Case Profiles Nihilent.1jonathanwiesman_1
Nihilent helped Dimension Data by:
1. Defining a test strategy and selecting testing tools.
2. Implementing automation for functional, performance, and security testing.
3. Conducting manual testing and performance/stress testing of critical functions.
This reduced the testing cycle from 21 days to 2 days, allowing more cycles per release and increasing quality while reducing effort, cost, and issues.
IRJET- Web based Project Management Systems for Small to Midsize Business...IRJET Journal
This document reviews web-based project management systems for small and mid-sized businesses. It discusses how current systems do not fully support ideal managerial communication styles. The proposed system aims to integrate communication and organizational tools like PHP, JavaScript, CSS, Bootstrap, MySQL, and HTML to allow customization for different business needs. It would provide analytics on user participation and resource usage to improve efficiency. The system is still under development and future phases will incorporate various modules to address issues like business interruptions and information sharing gaps between organizations. The goal is to create a platform that strengthens communication within and between companies through roles, videos, texts and notifications.
This document provides a summary of the requirements for developing a web-based taxi reservation system for City Taxi (PVT) Ltd. It outlines the project scope, objectives, methodology, and deliverables. The key requirements include developing modules for passengers to register and reserve taxis, drivers to update their availability, an admin interface to manage operations, and integration of payment processing. The system must be developed within budget and timeline using a waterfall methodology. Functional requirements include user authentication, vehicle and driver management, and reservation/payment features. Non-functional requirements specify the system needs to have a responsive design, fast response times, and security controls to protect customer data.
International Container Terminal Services, Inc. (ICTSI) commissioned EMC Consulting to help enhance the business continuity capabilities of its flagship division, the Manila International Container Terminal (MICT), in order to minimize disruptions. EMC conducted an audit of ICTSI's business continuity program and identified areas for improvement. They then helped develop department-level recovery plans for two pilot departments, standardizing the format. The project trained internal staff to continue expanding the program throughout the company. The standardized plans aimed to balance usability during crises with sufficient detail.
The CTA implemented an ISO 9001 quality management system and ProjectNet, a web-based project management system, to improve efficiency in managing its multi-billion dollar capital improvement program. The systems were designed to streamline processes, focus on customer satisfaction, and enable continuous quality improvement. After implementing the systems over 12 months, the CTA received ISO 9001 certification. ProjectNet and the quality system provided benefits like reduced project durations, improved collaboration, and cost savings. Examples showed projects being completed ahead of schedule and under budget. The quality initiatives improved the CTA's capital program management and delivered benefits to citizens through more efficient transportation improvements.
The document provides a summary of 15 projects that Jeff Davis has managed or contributed to over his career. These include developing applications like a case tracking system for a captive insurance company and a custom service request system. He has also led infrastructure projects such as deploying a new LAN across 45 offices and upgrading 1200 desktop computers. Other responsibilities discussed are managing development teams, implementing new systems, and establishing project management processes.
IT reported issues with supporting applications on aging hardware that was no longer supported by vendors, causing performance issues. A program was implemented to virtualize servers, upgrade networking, and migrate 17 applications to new technology. The program director ensured momentum was maintained across multiple simultaneous projects and that customer expectations were met.
Douglas J. Mader is a seasoned executive in the utility industry with over 40 years of experience leading transmission planning, engineering, operations, construction, and IT functions. He has a track record of driving process improvement, safety performance, and cultural change. Most recently, as Director of IT Infrastructure, he reduced operating costs while maintaining customer satisfaction. He also has experience managing large capital programs and projects on time and on budget.
STUDY AND IMPLEMENTATION OF LAST PLANNER SYSTEM (LPS) IN CONSTRUCTION PROJECTSIRJET Journal
This document discusses the implementation of the Last Planner System (LPS) in construction projects. It begins with an introduction to lean construction and LPS. The LPS aims to improve project planning and control through short-term planning. It breaks down work into smaller packages and activities and encourages commitment from foremen. The document then discusses the various components of LPS in detail - master planning, phase scheduling, look-ahead planning, weekly work plans, and percentage plan complete. Various tools used for LPS implementation are also explained, including constraints analysis boards, Pareto charts, and commitment monitoring boards. The objective is to study LPS concepts and apply it on a case study to improve labour productivity, minimize time and cost, and achieve reliable workflow.
Paul Marzo has over 15 years of experience in project management and information technology roles. He has managed projects ranging from $25M to $11M at Praxair, including relocating a pipeline control center, implementing virtual networks, and deploying mobile monitoring applications. Marzo has a bachelor's degree in industrial engineering and computer science and is a certified Project Management Professional.
Information Systems Capstone
Contents
1.0 Introduction
Singh, Shirah, and Barber Financial Holdings LLC. continues to grow its business, increasing their dependency on information technogy. The firm has reached a point where a more flexible, scalable, straightforward infrastructure, and easily managed applications are required for sucessful business practices. A solution like Amazon Web Services (AWS) can provide the computer power, storage, and other resources needed as the firm expands.
Solution
s of this magnitude do require a considerable amount of upfront investment, but will provide minimal cost for subsequential years reducing overall capital expenses. This solution will also enable minimal effort when moving applications to the cloud, minimizing support, to include administrative cost while retaining performance, security, reliability, and data integrity. 1.1 Company at a Glance
Singh, Shirah, and Barber Financial Holdings LLC., has drastically increased the number of clients and accounts over the past couple of years. This growth prompted the need for more qualified staff, additional offices and space, and newer communication technologies to facilitate services and improved management. The firm has acquired several buildings in various cities which are ready to be outfitted with network infrastructure, user workstations, peripherals and software applications. 1.2 Challenges
With just one present location in XYZ city growth in its industry is challenging, therefore the opening of several branch locations in various cities coupled with the data migration to a cloud service has become its number one project. The firm’s current infrastructure is limited, it does not currently have a full scale WAN and remote access (VPN), only a local LAN through the major local ISP is employed. All backups are stored onsite with tape copies sent to a cold off site location. Databases with all financial information are stored in the local server and there are no true access control restrictions. Additionally, there is only one system administrator performing all major database tasks and network functions.
Financial health is one of the most protected types of digital content. Finding ways to store, secure, and manage such data in this ever changing world of computing is a challenge. In order for the firm to grow and blossom, a large and fast LAN/WAN network is needed. Such network must provide access to internal resources via secure methods of authentication and also from the outside by a secure web interface client. VPN capabilities for traveling and visiting staff should provide a secure connection to internal resources. Access to the network and network shares must be tightly secured based on departmental roles. All databases will be kept in separate servers and backups will be conducted routinely (Weekly, Monthly; incremental/full). Access to database tables will be based on individual approval; single sign on authenti.
Strong technology manager who excels at understanding customer requirements and who utilizes technology and best practices to achieve company goals; utilizing existing applications to streamline and improve performance transparency. Extremely passionate with respect to process improvement, implementing best practices and accurate reporting resulting in actively being sought after by clients. International and domestic expertise in process improvement and application deployment. Repeatedly reduced costs increased productivity and expanded marketability using a technological approach to implementing software solutions across multicultural environments.
This document summarizes Oracle's Primavera Unifier project management software. It discusses how the software provides improved financial controls and visibility for projects. It gives an example of the University of Utah, which used the software to complete two large construction projects under budget and on schedule. The document also outlines some of the key benefits Primavera Unifier provides, such as reduced risks, better resource management, and improved collaboration.
Know how Cygnet Infotech delivered a robust #ProjectManagement solution that addressed client's daily project planning and management challenges saving cost, manual work and time while improving efficiency.
After diving deep into the client’s business challenges, Cygnet conceptualized a Project Management Solution for effective resource allocation and added transparency in operations.
ITP-1 – Project Charter
Group 3 - The Project Management Masters (PMM)
Noah’s Ark Animal Clinic
PROJECT CHARTER
Group 3 ITP-1 – Project Charter
IFSM 438: Project Management
Project Management Masters
Crystal Wyland
Project Manager
Angela Farella
Documentation Manager
Kevin Smith
Editor
Jamie Cole
Procurement Manager
Kim Delahay
Deputy Project Manager
Shane Thideman
Researcher
Michelle Smith
Researcher
Contents
Contents 2
Executive Summary 3
Version History 4
Introduction 4
Purpose of Project Charter 4
Project and Product Overview 4
Justification 4
Business Need 4
Business Impact 4
Scope 5
Objectives 5
High-Level Requirements 5
Major Deliverables 5
Boundaries 5
Duration 5
Budget Estimate 6
Funding Source 6
Estimate 6
Assumptions, Constraints and Risks 7
Assumptions 7
Constraints 7
Risks 8
Project Organization 8
Roles and Responsibilities 8
Internal and External Stakeholders 9
Project Charter Approval 9
References 10
Executive Summary
The Project Management Masters (PMM) are very pleased to have been selected to implement an Information Technology (IT) solution at Noah’s Ark Animal Clinic. This document provides a summary and a forecast of the project that will take place.
Studies have shown that, when done correctly, the implementation of an IT infrastructure in a small business can lead to improved quality of information, increased individual productivity, and increased organizational productivity (Narkhede, Raut, Patil, & Mahajan, 2013). While there are no regulatory requirements for safeguarding a veterinary patient’s medical history, the clinic houses Personally Identifiable Information (PII) belonging to their customers.
PII is “information that can be used to distinguish or trace an individual’s identity, either alone or when combined with other personal or identifying information that is linked or linkable to a specific individual” (Office of Management and Budget, 2014). Implementation of an IT solution will also offer increased security of such information.
The Noah’s Ark Animal Clinic automation project is projected to take a maximum of six months to complete. There are little risks associated with the project, and recommendations for mitigation are included in this Project Charter.
Upon completion of the project, PMM will offer a ninety day warranty period. Should any issues arise during this ninety day warranty period, whether they be hardware, software, or user related, PMM will be responsible for timely correction of the issue.
Approval of the Project Charter authorizes PMM to commence work on the Noah’s Ark Animal Clinic Automation Project.
Version History
Version #
Implemented
By
Revision
Date
Approved
By
Approval
Date
Reason
1.0
Project Management Masters
01/25/2015
PMM Team
01/25/2015
Initial Charter Document
Introduction
Purpose of Project Charter
The Noah’s Ark Animal Clinic Automation Project Charter is intended to be an informational tool utilized by the project sponsor and senior lea ...
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Case Study: Upgrading the University of South Australia's IBM Cognos BI
1. Tridant’s Technical
Architecture Team
helped upgrade the
University of SA to the
latest release of
IBM Cognos Business
Intelligence (BI).
The University of
South Australia
Case Study
Need
UniSA required an upgrade and
optimisation of their Cognos BI
intelligence from v10.1 to v10.2.1 in
order to enhance and simplify their
core business processes, such as
payroll, forecasting, marketing and staff
performance.
Solution
The solution in this case involved
leveraging Tridant’s specialist skill set
of Technical Architecture Services and
expertise in consultation, education,
support, training & mentoring to move
UniSA to the next level of Business
Intelligence Usage.
Benefit
This upgrade promised benefits to
performance and flexibility for UniSA,
with additional functionality including
visualisations, dashboards and modified
reporting.This enabled them to further
support their ever-growing senior
management information needs.
2. Background
The University of South Australia is the state’s largest
university, ranked 49th worldwide in the top 100 under 50 new
institutions established in the past 30 years. With more than
400 courses on offer, the university educates over 30,000 per year
across six campuses.
The successful partnership of the University of South Australia
(UniSA) and Tridant has been formed through successive
engagements since 2012, with Tridant significantly enhancing
UniSA’s Cognos technical capability through training, mentoring
and responsive support to the Business Intelligence team.
The firm foundations of the business relationship were the
starting point of a major upgrade and optimisation of UniSA’s
Cognos Business Intelligence (BI) environments to support
continued growth in use of BI, particularly by management. This
project saw University of South Australia leverage the specialist
skill set of Tridant’s Technical Architecture Services in 2014.
The Project Undertaking
Headed by James Wakefield, Tridant’s Director of Solutions,
Tridant’s Technical Architecture services were pivotal in crafting a
sound technical strategy for the upgrade from Cognos Business
Intelligence (BI) v10.1 to v10.2.1.
Technical Architectural Services establish the sound
foundations of infrastructure needed for successful technology
implementations, installations and upgrades. They have an
emphasis on creating the correct environment that not only
adheres to Cognos best practice principles, but also takes into
account where the client is on their BI maturity cycle. This ensures
the optimal performance of Cognos BI and the best results for
the client.
The Challenge
“It was vital for the project to get it right first time in order to move the
University to the next level of Business Intelligence usage,” said Mr
Wakefield. “There was no room for delays nor errors due to tight timelines
and the dependency of the current BI system to core UniSA business
processes such as payroll, forecasting, marketing and staff performance.
UniSA made it clear from the beginning that they were not just seeking a
service provider who knew how to do things by the manual, but one that also
had the depth of experience to quickly deal with the unknowns that can occur
in a complex project like this with many stakeholders.”
Page 2| Case Study: University of South Australia
3. The Solution
Tridant’s Technical Architecture services start
with the most important of steps – consultation.
With both parties clearly understanding their
expectations, the desired outcome and the
processes to be undertaken, both Tridant and
Uni SA could commence the upgrade with
clearly agreed terms. These expectations must
also consider the ‘soft stuff’ such as pro-active
progress updates.
“Our goal is to establish trust with our client,
and to put them at ease,” said lead Technical
Consultant, Arun Ramanathan. “It is one of
the most important things of any project. The
client has to have faith and trust in our abilities to
deliver what we promise, and we ensure that trust
is not broken by meeting, and hopefully exceeding,
their expectations. ” Kanul Wadhwa, Technical
Consultant for Tridant added, “We had an agile
consultative approach. We worked closely together
to understand what was needed, acted upon their
feedback, and they in turn knew exactly was going
to happen and what preparation was required.”
“It is also an education process,” said Mr
Ramanathan. “Our methods are Cognos Best
Practice. It is not expected that a client to have
the same skill and knowledge set us as when it
comes to Cognos, so transfer of knowledge is also
very important.” Tridant’s Technical Architecture
services between them have over 10 years of
experience having performed 95 upgrades.
Tridant provided an Upgrade Checklist to
UniSA in preparation for upgrades. This simple
process is an extremely effective tool in the pre-
planning stage, eliminating ambiguity and saving
time once the upgrade is underway. UniSA’s BI
Team worked through the checklist, confirming
their environment was ready. It is a process that
Tridant recommend for every customer about to
undertake an upgrade, especially when multiple
groups of business users and IT units – as was the
case with UniSA – need to be involved.
Tridant also placed a strong emphasis on timelines
and deadlines. Once agreed upon, the deadlines
met are crucial to keeping the upgrade process on
track.
Page 3| Case Study: University of South Australia
Solution Component
The upgrade was undertaken in four
different environments;
• The Development Environment
• The Test Environment
• The Pre-Production Environment
• The Production Environment
“We had an agile consultative
approach. We worked closely together
to understand what was needed, acted
upon their feedback, and they in turn
knew exactly was going to happen and
what preparation was required”
Arun Ramanathan,
Lead Tehnical Consultant,Tridant
4. Page 4| Case Study: University of South Australia
The Outcome
Uniquely to this upgrade at the UniSA, the Development
Environment ran the new version 10.2.1 in parallel without
removing 10.2. This stage allowed for performance testing without
going live, the benefit of a direct performance comparison
between the old and the new versions and removed the need to
provision additional servers which would have added time and
cost.
Importantly, the processes involved in the upgrade were clearly
captured and documented as the team moved from server to
server to create consistency. Extensive notes and screen shots
create a reference manual which can be referred back to during
the upgrade, as well as into the future for the University’s IT
department. “It provides a level of self-sufficiency and confidence
to the client [University], and most importantly, knowledge sharing
and knowledge transfer”, said Mr Wadhwa.
The second environment, the Test environment or phase, had
Tridant’s Senior Consultant, Jared Innes working closely with
the University’s Cognos Administrators to identify key reports and
developed a test plan to ensure no unwanted surprises throughout
the migration.
The new capabilities of v10.2.1 and its improved visualisation and
dashboard tools were extensively used and thoroughly tested by
the administration team and end users alike. Demonstrating the
functionalities acquired by the upgrade was crucial for successful
utilisation into the future.
Any issues that were identified were logged to an issues register,
then prioritised and worked through accordingly. The end
users were also involved at various times for stress testing and
benchmarking, with the user also contributing to the issues register
to log any areas of concern. An important aspect of this project
was knowledge and skills transfer and re-use of approaches and
techniques for future upgrades.
“The input of the end users was invaluable,” said Mr Innes, “as people who
generate reports frequently are often more familiar with specific functions of the
product, and it was important to track any issues found. As with the whole
project, we were sticking to a timeline, so when issues were logged in the register,
it was pivotal to prioritise, address and thoroughly test them to keep the project
travelling on track.”
5. Page 5| Case Study: University of South Australia
As part of the preparations, archiving was necessary with the
transferring of data with the upgrade. Across all organisations,
archiving accumulated data is needed when it is older or no longer
in use. Tridant’s recommended ‘cleaning’ process provided a process
of auditing files to be archived, unburdening the system of reports
created before a certain date and that hadn’t been accessed again in
recent times. The Audit Functionality was used weeks in advance of
the upgrade to delete or archive older, not accessed reports to assist
with a smooth transition. This also was an important skill set for
UniSA to develop in its team. This in itself was a huge undertaking,
with all significant number of end users needing to be contacted to
green light reports and files flagged for archiving.
Green lighting achieved, the Tridant and UniSA team spent
a weekend on-site at the Mawson’s Lake campus, moving the
University towards a genuine enterprise solution providing an
optimised environment for future growth. The upgrade successfully
went live with a seamless cut over for the users on Monday morning.
End users are now taking advantage of the enhanced capabilities
of the upgrade, with users having the flexibility of creating their
own modified reports, “which is a very powerful tool”, added Mr
Wadhwa, as well as the increased performance on more stable
systems.
The entire upgrade process took less than two months and was a
major result for the University. Unexpected issues did arise due to
cross-team and multiple dependencies, but this did not interrupt the
upgrade.
“I am proud of the specialised skill set of my team, the meticulous planning
and consultation, their agility and problem-solving and results we were able to
deliver. The skills of Tridant’s Technical Architecture and Consulting enabled
the University of South Australia to receive the right enterprise solution for their
organisation with minimal disruption and downtime.”
- James Wakefield
In June 2015 the University of South Australia upgraded to Cognos
BI 10.2.2 with the help from Tridant again. This time round the
entire upgrade process took only 3 weeks to upgrade all 4 servers
and including detailed testing.
The decrease in time for the upgrade proved the benefits of:
- Having detailed documentation around the steps
- Having the same team and service providers in place
- Making small incremental upgrades each year is a lot less painful
than massive upgrades every 3-5 years
As a result, the cross team approach between Tridant, BI Team
and IT department Cognos upgrades and fix packs are forward
scheduled and ‘business as usual’, minimising the downtime and
making sure the environment has the latest patches and functionality.
6. Melbourne (Head Office)
Level 3, 1180 Toorak Rd
Camberwell VIC 3124
T 1300 737 141
Sydney
Level 4, 50 Clarence St
Sydney NSW 2000
T 1300 737 141
Adelaide
Level 2, 70 Hindmarsh Sq
Adelaide SA 5000
T 1300 737 141
Perth
Level 3, 1060 Hay Street,
West Perth WA 6005
T 1300 737 141
Canberra
Level 1,The Realm,
18 National Circuit,
Barton ACT 2600
T 1300 737 141
Hobart
Level 6, Reserve Bank Building,
111 Macquarie Street,
Hobart TAS 7000
T 1300 737 141
Singapore
16 Collyer Quay, Level 18,
Singapore 049318
T +65 681 89262
www.tridant.com.au
E: info@tridant.com.au
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About Tridant
Tridant is one of Australia’s largest specialist consulting firms focused on
implementing performance management and information management
solutions using IBM software, and other market-leading software companies,
for both public and private sector organizations. Tridant’s expertise spans
numerous market sectors including financial services, mining, retail, education,
oil and gas and government, and it operates nationally from offices in Australia
and Singapore.
To learn more about products, services and solutions from Tridant, please visit
our website, or follow us on Twitter at @TridantAus and LinkedIn