White Paper describes good practices in managing software IT manufacturers, particularly Enterprise Resource Planning (ERP) and Government Resource Planning (GRP) vendors to ensure higher success rates, lower failures. Manufacturers are set up at arms' length in large GRP projects.
Six Data Architecture and IT Infrastructure Governance Mandates for Multinati...Cognizant
Banking and financial services institutions operating in multiple countries and executing digital transformation programs can leverage the principles of BCBS 239 to standardize and stabilize their IT infrastructure and related data architecture processes to realize digital business value across their geographic footprint.
Reach the Edge of the Joint Information EnvironmentGov BizCouncil
To better understand how Department of Defense employees perceive the benefits of and challenges to the Joint Information Environment and mobility, Government Business Council and Verizon Wireless undertook an in-depth research study of over 300 senior DoD employees.
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
KPMG Survey: Is Unlicensed Software Usage Hurting Your Bottom LineJeff Gustafson
Interesting survey conducted by KPMG relating to trends in software licensing and compliance.
Also reposted on Sand Hill (www.sandhill.com).
Keys:
Software license compliance
Software licensing and compliance
Software licensing entitlements
Software Asset Management (SAM)
Software Asset Optimization
Electronic License Management (ELM)
Contract Compliance and Risk
ISO 19970
Recognizing the value of enterprise mobility for DoD, Government Business Council (GBC) and Verizon undertook a research campaign involving secondary research, a survey of defense managers, and a live discussion of the findings with a panel of experts in the defense community.
The research indicates that expanded, enterprise mobility will greatly enhance mission effectiveness for DoD, whether end users are in the field coordinating airstrikes, rescuing civilians lost at sea, or in garrison collaborating wirelessly with colleagues.
DevOps & Blockchain: Powering Rapid Software Delivery in Regulated EnvironmentsCognizant
As IT organizations push forward with DevOps tools that automate application development and maintenance processes, they can lose sight of the key “who, what, where and when” variables that surround software releases, thus elevating the possibility of noncompliance with a host of regulatory mandates. By embracing blockchain, they can create a tamper-proof way of ensuring regulatory compliance while extending their embrace of IT service automation.
Six Data Architecture and IT Infrastructure Governance Mandates for Multinati...Cognizant
Banking and financial services institutions operating in multiple countries and executing digital transformation programs can leverage the principles of BCBS 239 to standardize and stabilize their IT infrastructure and related data architecture processes to realize digital business value across their geographic footprint.
Reach the Edge of the Joint Information EnvironmentGov BizCouncil
To better understand how Department of Defense employees perceive the benefits of and challenges to the Joint Information Environment and mobility, Government Business Council and Verizon Wireless undertook an in-depth research study of over 300 senior DoD employees.
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
KPMG Survey: Is Unlicensed Software Usage Hurting Your Bottom LineJeff Gustafson
Interesting survey conducted by KPMG relating to trends in software licensing and compliance.
Also reposted on Sand Hill (www.sandhill.com).
Keys:
Software license compliance
Software licensing and compliance
Software licensing entitlements
Software Asset Management (SAM)
Software Asset Optimization
Electronic License Management (ELM)
Contract Compliance and Risk
ISO 19970
Recognizing the value of enterprise mobility for DoD, Government Business Council (GBC) and Verizon undertook a research campaign involving secondary research, a survey of defense managers, and a live discussion of the findings with a panel of experts in the defense community.
The research indicates that expanded, enterprise mobility will greatly enhance mission effectiveness for DoD, whether end users are in the field coordinating airstrikes, rescuing civilians lost at sea, or in garrison collaborating wirelessly with colleagues.
DevOps & Blockchain: Powering Rapid Software Delivery in Regulated EnvironmentsCognizant
As IT organizations push forward with DevOps tools that automate application development and maintenance processes, they can lose sight of the key “who, what, where and when” variables that surround software releases, thus elevating the possibility of noncompliance with a host of regulatory mandates. By embracing blockchain, they can create a tamper-proof way of ensuring regulatory compliance while extending their embrace of IT service automation.
Are you managing GRC in the most effective manner? Is it contributing to business governance or becoming a burden ? We will discuss the current state of GRC and recognized business drivers as well as supportive risk management infrastructures. Strategies for the alignment of business interests with enterprise GRC programs to establish a complete, auditable, less time consuming program which benefits from management visibility and compliance readiness will additionally be presented. Utilize GRC to manage your business, not to burden it.
James P Finn, Modulo
James has twenty five years experience in security and disaster recovery consulting, managing and delivering enterprise solutions to more than 200 worldwide commercial and government clients.
He has held various management and consulting positions in the information security field including as a worldwide IBM Corporate Auditor for Information Security reporting to the Corporation’s Board of Directors and the as the founding Principal of both the IBM and Unisys Security Consulting Practices and as Vice President of Risk Management for Modulo.
He has consulted in more than 38 countries (U.S., Asia, Europe, South America) on business, technical security and recovery solutions to assist clients to achieve and maintain effective goverance across the full spectrum of security and business recovery disciplines. James is a Microsoft MSRA trained assessor, a KPMG trained SOX auditor and also holds Business Continuity certifications.
He is frequently requested as a speaker at international industry conferences, live webcasts and TV and radio news shows and is the author of over 50 media articles on computer security
Despite the large investments in the field of e-Government (e-Gov) around the world, little is known about the impact such investment. This is due to the lack of guidance evaluation, absence of appropriate tools to
measure the impact of e-Gov on the private sector, as well as the lack of effective management to resolve or eliminate the barriers to e-Gov services that led to the failure or delay of many projects. This paper is primarily concerned in determining the impact of e-Gov services on the private sector. A combination of Modified Technology Acceptance Model (TAM), DeLone and McLean's of IS success will be utilized as a research model and e-Gov Economics Project (eGEP) framework to measure “Efficiency, Democracy
& Effectiveness impact” for G2B services. The research result will help e-Gov decision makers to recognize the critical factors that are responsible for G2B success, specifically factors they need to pay attention to gain the highest return on their technology investment, hence enabling them to measure the impact for e-Gov on the private sector. The paper has also demonstrated the usefulness of Structural
Equation Modeling (SEM) in analysis of small data sets and in exploratory research.
Booz Allen Hamilton’s cross-disciplinary expertise in program management includes systems integration, technology, strategic planning, stakeholder analysis and management, wargaming, and other capabilities for implementing 3-D Program Management to help US government agencies successfully manage and deliver complex programs.
This paper presents a project management methodology - developed part of an engineering doctorate research at Warwick University - for managing large scale IT projects with a focus on national ID programmes. The methodology was mainly tested in the United Arab Emirates (UAE) and was followed in three GCC countries. The research demonstrated that by following a formal structured methodology, governments will have better visibility and control over such programmes. The implementation revealed that the phases and processes of the proposed methodology supported the overall management, planning, control over the project activities, promoted effective communication, improved scope and risk management, and ensured quality deliverables.
Transformation of legacy landscape in the insurance worldNIIT Technologies
Evolving business models decrease the distance between customers and providers. The need for direct and easy communication and the transparency between the two increases, and products silos are curtailed. The insurance industry is struggling with a multitude of applications that require extensive maintenance and have mediocre capabilities. This white paper aims at helping organizations understand the issues involved in effective management of the existing legacy systems.
Does Application Security Pay? Measuring the Business Impact of Software Secu...Mainstay
Cyber security has emerged as a top priority for enterprises worldwide, but are automated software security assurance (SSA) solutions worth the investment? In this updated study of enterprise companies across multiple industries,
SSA solutions from HP Fortify were shown to generate millions of dollars in cost savings, revenue enhancement, and risk reduction. What’s more, companies found they could accelerate benefits using Fortify on Demand, a Security-as-a-Service solution that helped them ramp up faster, fix vulnerabilities sooner, and generate savings in days.
This presentation reviews key trends in the IT industry, including shifts in customer buying preferences, cloud computing, mobility, data, security and managed services
Curvature's State of the Third-Party Maintenance MarketCurvature
5 Signs Third-Party Maintenance is Poised for Growth: from cost savings to freedom from OEM contracts, the TPM market continues to experience exponential growth. Find out why leading industry analyst firms Gartner and Forrester took a closer look at this market trend.
Setting up your compliance program at the corporate level.
Conducting Rapid - Low Fidelity Assessment for generating SPRS Scores.
Developing a completed SSP (System Security Plan).
How and why to create a POA&M (Plan of Actions & Milestones)
R&D internal use software regulations: Do they answer 30 years of uncertainty?Nichole Jordan
Wondering what’s next for research and development on the regulatory front? I’m reviewing 30 years of regulation and innovation to give you next steps for final regulations.
OPEN SOURCE BPM vs. Programación (RED HAT)Kay Winkler
Según Forrester, desarrolladores consideran Open Source BPM como una alternativa atractiva a la codificación "manual" -
"En los equipos de tecnología se tendrán que iniciar a mirar más allá de los conceptos erróneos comunes acerca de BPM de código abierto en la evaluación de diferentes opciones con el fin de acelerar el desarrollo y la entrega de aplicaciones más sofisticadas..."
Governance of Power Platform – As enabler, not as gatekeeperSwatantra Kumar
In today’s digital age, organizations are under immense pressure to define, ideate, build and deliver services at consistently shortening time to market. With a demanding market, an unpredictable and slowing economy, and a global shortage of skilled labor, low-code platforms are increasingly seen as a boon for enterprises aiming to fuel digital transformation by building new apps, modernizing application landscapes, or automating processes quicker and more efficiently. Low-code/no-code (LCNC) tools have seen steady growth due to their effectiveness in addressing some of the challenges in technology – primarily for digitizing workflows, enhancing user experiences, promoting internal efficiency, and their ability to quickly fill the workforce gap. Low-code application platforms are emerging as a key accelerator for app development and delivery. However, there are still challenges ahead due to a vacuum of battle-tested IT governance for low-code platforms. This article covers our view on the governance of one of the leading LCNC tools, Power Platform, and why it is important while planning, securing, deploying, and supporting applications built on the platform.
Building Business Capabilities and Improving the Application Landscape
1. Balance Decision Making: Top-down for business capabilities; bottom-up effective landscape
2. 3 Categories are used for building the IT budget: Assign metrics that drive prioritization based on business outcomes
3. New projects should balance new capability with business risk
4. Improve landscape: accelerate time to market
5. Improve landscape: budget for high availability of critical applications and improve runtime performance
6. Improve Landscape: Strive to reduce business risks caused by application vulnerabilities
7. Improve Landscape: Prepare for dynamic staffing models
8. Improve landscape: Reduce applications support cost
9. Break Fix
Are you managing GRC in the most effective manner? Is it contributing to business governance or becoming a burden ? We will discuss the current state of GRC and recognized business drivers as well as supportive risk management infrastructures. Strategies for the alignment of business interests with enterprise GRC programs to establish a complete, auditable, less time consuming program which benefits from management visibility and compliance readiness will additionally be presented. Utilize GRC to manage your business, not to burden it.
James P Finn, Modulo
James has twenty five years experience in security and disaster recovery consulting, managing and delivering enterprise solutions to more than 200 worldwide commercial and government clients.
He has held various management and consulting positions in the information security field including as a worldwide IBM Corporate Auditor for Information Security reporting to the Corporation’s Board of Directors and the as the founding Principal of both the IBM and Unisys Security Consulting Practices and as Vice President of Risk Management for Modulo.
He has consulted in more than 38 countries (U.S., Asia, Europe, South America) on business, technical security and recovery solutions to assist clients to achieve and maintain effective goverance across the full spectrum of security and business recovery disciplines. James is a Microsoft MSRA trained assessor, a KPMG trained SOX auditor and also holds Business Continuity certifications.
He is frequently requested as a speaker at international industry conferences, live webcasts and TV and radio news shows and is the author of over 50 media articles on computer security
Despite the large investments in the field of e-Government (e-Gov) around the world, little is known about the impact such investment. This is due to the lack of guidance evaluation, absence of appropriate tools to
measure the impact of e-Gov on the private sector, as well as the lack of effective management to resolve or eliminate the barriers to e-Gov services that led to the failure or delay of many projects. This paper is primarily concerned in determining the impact of e-Gov services on the private sector. A combination of Modified Technology Acceptance Model (TAM), DeLone and McLean's of IS success will be utilized as a research model and e-Gov Economics Project (eGEP) framework to measure “Efficiency, Democracy
& Effectiveness impact” for G2B services. The research result will help e-Gov decision makers to recognize the critical factors that are responsible for G2B success, specifically factors they need to pay attention to gain the highest return on their technology investment, hence enabling them to measure the impact for e-Gov on the private sector. The paper has also demonstrated the usefulness of Structural
Equation Modeling (SEM) in analysis of small data sets and in exploratory research.
Booz Allen Hamilton’s cross-disciplinary expertise in program management includes systems integration, technology, strategic planning, stakeholder analysis and management, wargaming, and other capabilities for implementing 3-D Program Management to help US government agencies successfully manage and deliver complex programs.
This paper presents a project management methodology - developed part of an engineering doctorate research at Warwick University - for managing large scale IT projects with a focus on national ID programmes. The methodology was mainly tested in the United Arab Emirates (UAE) and was followed in three GCC countries. The research demonstrated that by following a formal structured methodology, governments will have better visibility and control over such programmes. The implementation revealed that the phases and processes of the proposed methodology supported the overall management, planning, control over the project activities, promoted effective communication, improved scope and risk management, and ensured quality deliverables.
Transformation of legacy landscape in the insurance worldNIIT Technologies
Evolving business models decrease the distance between customers and providers. The need for direct and easy communication and the transparency between the two increases, and products silos are curtailed. The insurance industry is struggling with a multitude of applications that require extensive maintenance and have mediocre capabilities. This white paper aims at helping organizations understand the issues involved in effective management of the existing legacy systems.
Does Application Security Pay? Measuring the Business Impact of Software Secu...Mainstay
Cyber security has emerged as a top priority for enterprises worldwide, but are automated software security assurance (SSA) solutions worth the investment? In this updated study of enterprise companies across multiple industries,
SSA solutions from HP Fortify were shown to generate millions of dollars in cost savings, revenue enhancement, and risk reduction. What’s more, companies found they could accelerate benefits using Fortify on Demand, a Security-as-a-Service solution that helped them ramp up faster, fix vulnerabilities sooner, and generate savings in days.
This presentation reviews key trends in the IT industry, including shifts in customer buying preferences, cloud computing, mobility, data, security and managed services
Curvature's State of the Third-Party Maintenance MarketCurvature
5 Signs Third-Party Maintenance is Poised for Growth: from cost savings to freedom from OEM contracts, the TPM market continues to experience exponential growth. Find out why leading industry analyst firms Gartner and Forrester took a closer look at this market trend.
Setting up your compliance program at the corporate level.
Conducting Rapid - Low Fidelity Assessment for generating SPRS Scores.
Developing a completed SSP (System Security Plan).
How and why to create a POA&M (Plan of Actions & Milestones)
R&D internal use software regulations: Do they answer 30 years of uncertainty?Nichole Jordan
Wondering what’s next for research and development on the regulatory front? I’m reviewing 30 years of regulation and innovation to give you next steps for final regulations.
OPEN SOURCE BPM vs. Programación (RED HAT)Kay Winkler
Según Forrester, desarrolladores consideran Open Source BPM como una alternativa atractiva a la codificación "manual" -
"En los equipos de tecnología se tendrán que iniciar a mirar más allá de los conceptos erróneos comunes acerca de BPM de código abierto en la evaluación de diferentes opciones con el fin de acelerar el desarrollo y la entrega de aplicaciones más sofisticadas..."
Governance of Power Platform – As enabler, not as gatekeeperSwatantra Kumar
In today’s digital age, organizations are under immense pressure to define, ideate, build and deliver services at consistently shortening time to market. With a demanding market, an unpredictable and slowing economy, and a global shortage of skilled labor, low-code platforms are increasingly seen as a boon for enterprises aiming to fuel digital transformation by building new apps, modernizing application landscapes, or automating processes quicker and more efficiently. Low-code/no-code (LCNC) tools have seen steady growth due to their effectiveness in addressing some of the challenges in technology – primarily for digitizing workflows, enhancing user experiences, promoting internal efficiency, and their ability to quickly fill the workforce gap. Low-code application platforms are emerging as a key accelerator for app development and delivery. However, there are still challenges ahead due to a vacuum of battle-tested IT governance for low-code platforms. This article covers our view on the governance of one of the leading LCNC tools, Power Platform, and why it is important while planning, securing, deploying, and supporting applications built on the platform.
Building Business Capabilities and Improving the Application Landscape
1. Balance Decision Making: Top-down for business capabilities; bottom-up effective landscape
2. 3 Categories are used for building the IT budget: Assign metrics that drive prioritization based on business outcomes
3. New projects should balance new capability with business risk
4. Improve landscape: accelerate time to market
5. Improve landscape: budget for high availability of critical applications and improve runtime performance
6. Improve Landscape: Strive to reduce business risks caused by application vulnerabilities
7. Improve Landscape: Prepare for dynamic staffing models
8. Improve landscape: Reduce applications support cost
9. Break Fix
IEEE 2013 The flaws in the traditional contract for software developmentSusan Atkinson
We believe that the traditional contract model for software development is largely responsible for failures in IT projects. In this article we explain how in any IT project the contract model increases the risk of failure, and leads to a sub-optimal design and poor return on investment. We also put forward our proposals for an alternative approach based on the principles of complexity theory.
The 2022 CIO Survey Summary Report provides insight into the priorities, challenges, and opportunities facing IT leaders in the consumer products, retail, and life sciences industries this year. Businesses across the world continue to face talent and labor shortages as a result of the COVID-19 pandemic, and companies within the tech industry are no different. These shortages, combined with changes to the “normal” workplace environment, have resulted in many companies rethinking and assessing their current and future challenges, opportunities, and priorities within their IT departments. In late 2021, Clarkston Consulting conducted a CIO Market Study, aiming to better understand the current priorities and challenges of upper or C-Suite level IT professionals (CIO/CISO/CTO/VP) at large companies ($350M+ revenue) in the retail, CPG, manufacturing, or life science industries. The four key objectives for the 2022 CIO Survey were to:
Understand the overall relationship between IT and other departments within the company.
Understand current IT budget distribution, technologies/platforms used, and sources for technology-specific learning and development.
Identify attributes that are important in selecting outsourcing or managed services partners, a professional services provider, or a technology platform/vendor.
Determine priorities for the coming year and understand how COVID-19 has changed priorities in recent years.
Market Study Results
Through this CIO Market Study, Clarkston was able to gain valuable insight on the current status and perceptions of IT departments, including budget, ERP usage, investments, outsourced activities, and department health; department expectations, priorities, and plans for the upcoming year; and important attributes in outsourcing and managed services, among other key findings.
The results of this survey provide a detailed view of many of the challenges that IT departments across the consumer products, retail, and life sciences industries continue to face, particularly as they navigate the ongoing effects of the COVID-19 pandemic in the workplace.
Understanding Customer Voice of Project Portfolio Management SoftwarePeachy Essay
Abstract—Project Portfolio Management (PPM) has gained
success in many projects due to its large number of features that covers effective scheduling, risk management, collaboration, and third-party software integrations to mention a few. A broad range of PPM software is available; however, it is essential to select the PPM with minimum usage issues over time. While many companies use surveys and market research to get users feedback, the PPM product software reviews carry the voice of users; the positive and negative sentiments of the PPM software reviews. This paper collected 4,775 reviews of ten PPM software from Capttera.com. Our approach has these phases- text preprocessing, sentiment analysis, summarization, and categorizations. The software reviews are filtered and cleaned, then negative sentiments of user reviews are summarized into a set of factors that identify issues of adopted PPM software. We report the most important issues of PPM software which were related to missing technological features and lack of training.
Results using Latent Dirichlet Allocation (LDA) model showed
that the top ten common issues are related to software complexity and lack of required features.
Project management and its impact on it project success it-toolkitsIT-Toolkits.org
When dealing with IT projects, using specialised project management techniques will be very beneficial to your ongoing progress leading to a much higher success rate in the long run. Planning and carrying out IT projects can be tricky for a variety of reasons, making the ability to complete them successfully a very valuable asset to any employer.
Government Integrated Financial Management Information Systems: Past Present ...FreeBalance
looks at IFMIS trends including the problems experienced through custom developed software and the use of private sector Enterprise Resource Planning (ERP) software. Advocates the use of commercial software built specifically for government: Government Resource Planning (GRP) and shows how this can enable leapfrog transparency in Africa. Uses example of Timor-Leste
presentation by International Consortium on Governmental Financial Management (ICGFM) President Manuel Pietra at East and South African Accountants General (ESAAG) meeting in Cape Town South Africa. Benefits include networking with PFM professionals, sharing lessons learned, 2 annual conferences, participating in global survey and publishing to journal
FreeBalance Government Customers on the Road to Improved GovernanceFreeBalance
Study comparing national governments running FreeBalance Government Resource Planning (GRP) for Public Financial Management (PFM) for governance outcomes such as government effectiveness and country growth with peer countries that are not running FreeBalance software
Technology Leapfrog Opportunity for Africa Government & Central Bank GovernanceFreeBalance
Presentation given at the Africa Debt Capital Markets Summit 2013 in London http://www.ic-events.net/2013/adcm/ on the technology leapfrog governance opportunity for African governments and central banks. The majority of information systems used for treasury, payment, financial management and banking are proprietary and use closed systems. The use of open systems with modern technology enables integration to support improved decision-making and transparency. With less systems, African countries can leapfrog more developed countries to improve trust through accountability and improved effectiveness.
State of public financial management reform in developing countriesFreeBalance
Surveys and polls from the 27th Annual International Consortium on Governmental Financial Management on PFM reform, donor support, and financial management systems in use in development countries. Includes: analysis of Exploring the Limits of Institutional Reform by Matt Andrews and other observations.
Automating Good Governance through Government Resource Planning softwareFreeBalance
How can software help automate good governance? The FreeBalance framework describes the impact of financial management automation to improve governance and how systems enables institutional improvements.
FreeBalance Public Financial Management Sustainability the Government Resourc...FreeBalance
Presentation made at the InterAmercian Development Bank workshop on Government Financial Management systems. Covers the problems encountered with custom-development in Latin America, ERP in government & how a new approach: Government Resource Planning needed
2013 05-07 Lessons Learned on the Public Financial Management Front LInesFreeBalance
overview of PFM and Government Resource Planning lessons including: methodologies to improve governance through technology and to properly sequence reform. Deals with the differences between ERP and GRP in the context of developing countries. Also the need to make implementations in developing country governments more sustainable.
Public Financial Management Good Practice Multiple Year Chart of AccountsFreeBalance
The Chart of Accounts is more complex in government than the private sector. The COA changes to reflect reform - accrual accounting, program budgeting, performance management, organizational changes etc.
This paper proposes a budget-centric and technology-focused framework to assess the government transparency and public financial maturity. Governments leverage technology to manage public finances and enable transparency. Most assessments of Public Financial Management (PFM) tend to be technology - neutral by providing little or no guidance about the use of Integrated Financial Management Information Systems (IFMIS), also known as Government Resource Planning (GRP). These assessments focus primarily on procedures and practices because no GRP can improve PFM quality when procedures or practices are ineffective.
The FreeBalance white paper describes how integration between donor and government financials systems reduces transaction costs and corruption through automation. This improves efficiency and effectiveness by data harmonization. The white paper also details how manual methods of integration compromises data quality and timeliness resulting in less coordination and less effective aid
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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Exploring Patterns of Connection with Social Dreaming
GRP & IT Vendor Governance in Government
1. PFM Domain GOVERNMENT RESOURCE PLANNING
Good Practice GRP VENDOR GOVERNANCE
Applicable ALL GOVERNMENTS
FreeBalance®
Public Financial Management
Good Practices
2. FreeBalance®
2
what is Information
and
Communications
Technology (ICT)
project
governance?
According to analysts, the Gartner Group, project governance involves:
Domains – the "what" of decisions about the project / program
Authority – the "who" responsible for making key decisions
Structures and Processes – the "how" of decision making
According to a paper developed for the Australian government:
Project Governance can be seen as a discipline under Corporate Governance. It
refers to the design and implementation of processes, structures and
communications that need to exist for a successful project
why is project
governance so
critical for PFM?
All ICT projects are risky. Risk factors include:
Project cost overruns: cost more than anticipated
Project implementation delays: takes longer than expected
Unanticipated long-term costs: high Total Cost of Ownership (TCO)
Lack of benefits realization: poor Return on Investment (ROI) where systems fail
to achieve cost and effectiveness objectives
Lack of agility: inability to adapt ICT systems to meet emerging organizational
needs
Abandonment: ICT projects are abandoned where projects are “largely wasted”
Enterprise-class and government-wide ICT projects that are strategic tend to have
more risk than simpler projects. Projects of similar scope tend to have higher risk of
failure in government than in the private sector.
how do
governments
acquire ICT systems
for Public Financial
Management
(PFM)?
Governments acquire ICT Systems to support PFM needs. These systems include:
Commercial-Off-The-Shelf (COTS), customized COTS, specialized Government
Resource Planning (GRP) COTS that are sometimes called Financial Management
Information Systems (FMIS) and custom developed software
Implementation, integration, training and support services
Computing infrastructure including middleware, computer equipment and
network communications
Traditional government procurement methods employed by government include:
Standard procurement processes including Requests for Proposals (RFPs)
Procurement lead by Systems Integration (SI) firms
Use of external funding sources and technical assistance
Alternative methods such as sole sourcing and Public Private Partnerships (PPPs)
The purpose of this Good Practice document is to explore alternative GRP
procurement methods that reduce risk and improve project governance
3. FreeBalance®
3
what are the
options for GRP
software
manufacturer
governance?
There is an emerging model to reduce risk by including the COTS software
manufacturer in project governance:
COTS software manufacturer commits to enhancing products to meet
government customer demands
COTS software manufacturer is part of the implementation steering committee
to provide technical advice and to have employees involved “on the ground”
COTS software manufacturer provides a forum to government customers to set
product roadmaps
The traditional method of project governance does not reduce most risk factors:
Most PFM implementations are acquired through SI firms that are certified by
COTS software vendors
COTS vendors tend to have no commitment to change software to meet specific
government needs in implementation or support
COTS vendors tend to consider customer enhancement requests in light of the
needs from multiple public and private sector users
SI firms typically customize COTS software to meet unique needs where this
customization needs to be maintained through multiple software releases
4. FreeBalance®
4
what is the success
rate for GRP IT
projects in
government?
ERP failures and cost overruns in the public sector have resulted in difficulties,
contract cancelations and lawsuits:
Africa (national level): Ghana, Malawi, Rwanda, Uganda, Zambia
Asia (national level): Azerbaijan, Kazakhstan, Vietnam
Australia: State government ministry
Canada: non-profit, city
France: federal government & sub-national, city
Ireland: 2 projects within an important ministry
United Kingdom: university, councils (1) (2) (3), government ministries (1) (2) (3)
and central government shared services
United States: non-profit, school district, universities (1) (2) (3) (4) (5) (6), a
police department, cities (1) (2) (3) (4), counties (1) (2), state government (1) (2)
(3) (4), (5), (6),federal government (1) (2) (3) (4) (5) (6), defense department (1)
(2) (3) (4)
5. FreeBalance®
5
what are the issues
that arise through
ineffective
manufacturer
governance?
Stakeholder incentives differ in GRP projects:
Analyst Michael Krigsman has pointed out that IT customers can get caught in
the "Devil's Triangle". Krigsman suggests that cost overruns for IT
implementations come because Systems Integration firms can leverage
complexity to generate more services revenue.
Lack of political will among politicians or public servants, the ICT provider or
those providing technical assistance
Lack of government commitment because external funds are being used
Technical assistance providers including those who develop
Focus on PFM dogma around “best practices” and the “Washington consensus”
Vendors often lack flexibility as government needs change because they focus in
the terms of the contract and see change requests as risk
Providers of ICT solutions for PFM can lack appropriate expertise:
Consultants may have expertise in the COTS system but not in government
Consultants may have expertise in the public sector in a different country with a
different PFM context
Consultants and technical assistance providers change through the course of an
implementation project
Consultants who have the appropriate expertise often do not build public service
PFM or ICT capacity
Traditional Enterprise Resource Planning (ERP) software designed for the private
sector introduces risk to government:
ERP cost overrun and the failure to meet schedule are because ERP software
requires significant software complex code customization (BPM scripts, call-outs
& software development) to meet government requirements that extends
implementation cycles. The ratio of services to software cost in the public sector
is estimated to be three time that in the private sector or up to 15 times the cost
of software.
High maintenance costs come from maintaining complex code through problem
troubleshooting and difficult upgrades that increases the Total Cost of
Ownership (TCO).
ERP functionality is often complex and hard to use in the private or public sector.
46% of ERP implementers characterized that their organizations were not able to
understand how to leverage features to improve the way that they did business.
6. FreeBalance®
6
what lessons have
been learned in
GRP failures?
Software manufacturers are often isolated from the implementation project so
cannot contribute to success
Many government projects rely on too many vendors including application and
middleware software providers, consultants, and equipment providers
Systems integration and consulting can represent almost half the entire cost of
ERP in government
According to KPMG, traditional project governance doesn’t help in government
projects
According to ERP specialists, Panorama Consulting, many firms use “canned
methodologies” but have not taken the time or care to leverage their learning
into their own methodologies
what lessons have
been learned in
GRP projects from
the World Bank?
A recent survey by World Bank staff identified lessons learned in FMIS/GRP
implementations that includes:
The political commitment and ownership of the borrower matter
Success depends on adequate preparation
FMIS priorities and sequencing should be addressed carefully
A focus on developing internal client capacity early in the process is crucial
FMIS implementation is complex enough to deserve a dedicated project
The type of FMIS solution influences implementation
The total number and complexity of procurement influences project duration
FMIS projects disburse late due to large ICT contracts, completed at later stages
ICT related risks need to be clearly identified during project preparation.
Many government
organizations recognize
that there are multiple
points of failure in
GRP/FMIS projects.
Government organizations
recognize that project
governance and turnkey
solutions are required to
reduce risk.
7. FreeBalance®
7
where are the
points of failure in
GRP
implementations?
GRP software may not meet government requirements well and can be difficult
to adapt to meet unique requirements
Application server, transaction management, database and operating system
middleware may be poorly integrated and difficult to maintain across multiple
versions
The server infrastructure may require significant power resources
Management of the infrastructure including network and systems management
(performance, reliability, capacity) security (virus protection, intrusion
detection) are complex
Significant Changes in the GRP Market have occurred thanks to the Second Generation of PFM Reform
what trends are
increasing the GRP
governance
burden?
The first generation of PFM automation covered standard financial functions
where government organizations adopted ERP and custom-developed software.
It was thought that ERP software was more effective and modern than GRP.
Government reform has become critical as governments seek to optimize
expenditures and improve value for money. Spending reviews, support for
international standards and government transparency became important reform
topics especially in wake of the financial crisis.
Government organizations have been challenged to use traditional IT approaches
to satisfy this second generation because ERP software must be highly
customized to meet these new requirements. ERP and custom-developed
solutions hamper reform , change and systems integration.
Government organizations are attempting cross-cutting PFM reform programs
that require integration among multiple IT sub-systems.
8. FreeBalance®
8
Traditional software vendor processes add to government implementation & sustainability risks
why is COTS not the
dominant model of
GRP acquisition?
Both COTS and custom-developed methods are used to support GRP needs
Bespoke systems often go over budget and seldom get delivered on time. They
require established skill sets in custom software development and—expertise
that is often difficult to find in less developed markets
COTS software includes features provided to support other customers and have
commercial quality assurance processes resulting in significant “out of the box”
functionality and higher quality that should have a better value proposition than
custom developed code
The evidence shows that government organizations that chose to acquire
Enterprise Resource Planning (ERP) COTS software from large software firms
whose software is used in multiple “vertical” markets tend to experience similar
risks to acquiring custom developed software
The acquisition of Government Resource Planning (GRP) software designed
exclusively for governments includes the COTS benefits with the ability to meet
requirements that are often satisfied through custom-developed software
9. FreeBalance®
9
what good practices
have been
developed for GRP
project
governance?
Comprehensive, multiple year and holistic approaches to governance required:
o Traditional IT governance is not comprehensive enough to accommodate
needs that requires the guidance of architectural blue prints and project
portfolio road maps
o Integrated governance is the key to significant and sustainable success
o Recognition that implementation efforts may span multiple
administrations and surely will require multiyear investments initially and
potentially in the future for upgrades
o Project decision-making is critical so it is important to identify those
responsible, accountable, consulted and informed
Capacity building, political will and adaptable change management are
connected as part of holistic governance:
o Unwavering support from sponsors required for success because
examples of failure in the public sector showed that sponsorship and
leadership were lacking
o Developing skills capacity and refining governance processes are critical
to sustainability
o The most commonly cited causes for a slipping timeline fall into four
categories: lack of adequate preparation, lack of the knowledge and
experience needed to ask the right questions, inability to foresee and
mitigate potential challenges and an inability to gauge the impact of
trade-offs along the way
o Inexperience with large IT projects was a commonly cited root cause for
problems and delays
o Change management was cited as a key factor in both project delays and
project success. While the majority of respondents (77 %) reported their
organization established a change management strategy at some point …
more than half indicated some level of failure or weakness
The appropriate software should be selected:
o Key difference for ERP and GRP implementations is the increased level of
end-user participation to support applications that span large portions of
the enterprise
o The right software fit – Most public sector organizations grasp the value
of embracing off-the-shelf software and commit to reengineer business
processes to more closely align with the software’s functionality. When
asked about the general approach to implementing ERP, 79% of
respondents reported their organization attempted to minimize
customizing software
10. FreeBalance®
10
what is the financial
sustainability
problem?
Moderate to high implementation costs add ranging from a 1:1 ratio in the
private sector to 3:1 to 15:1 in the public sector with examples where services
significantly exceeded other costs creates a high Total Cost of Ownership (TCO)
Average TCO measured at over $50,000 per user in one analyst study making
this a material cost to government budgets. Governments are legally “budget-
driven” where high TCO and unexpected cost overruns may require
supplemental budgets or extracting funds from other priorities
High maintenance costs that originate from maintaining complex code and
problem troubleshooting, and difficult upgrades that can increase TCO after the
initial implementation
High upgrade costs increase the TCO where ERP upgrades are estimated to be ½
the value of the original license fee and 20% of the original implementation costs
where experts warn that organizations should expect to pay as much as 3 times
the original ERP software cost to upgrade to new technology
Unexpected risk costs with average ERP implementation variance of 2 and 4
months over schedule in one study, 230% of schedule in another study , where
up to 80% of ERP exceed time and budget estimates in a third study
Additional sustainability costs for staff retention and certification. Some ERP
solutions have expensive functional and technical training courses required to
certify government staff. Government employees can leverage this certification
to join private companies. Governments need programs to retain talent and
prevent this “brain drain”
what is a risk
management
approach to GRP
TCO?
A risk management approach identifies risk factors, risk appetite and risk
mitigation strategies. Example of risk factors include: organizational capacity,
vendor success ratio, extent of expected customization
Risk factors can be used to calculate an expected budget overage. Risk mitigation
strategies can be calculated to determine the potential TCO for any software
acquisition
Adaptable change management means focusing on the statement of objectives
as much or more than statement of work
Vendors with experience in similar circumstances with global PFM knowledge
helps reduce risk of failure while providing effective advice to achieve political
will and increase capacity
Vendors with methodologies adapted to the context of delivering PFM reform
and government systems reduces risk
11. FreeBalance®
11
Information Week 2012 Enterprise Applications Survey found upgrading, optimizing & changing processes
to be significant barriers to success and very time consuming in ERP because of code customization
what has been the
FreeBalance
experience with
GRP success?
FreeBalance is unique among the three leading COTS FMIS vendors to
government because of a 100% GRP focus with successful implementations in
countries with low to high human development.
FreeBalance implementations have been described as successful under difficult
circumstances including Afghanistan, Kosovo, Sierra Leone and Timor-Leste.
This is an indication of software flexibility and fast time to results.
FreeBalance has brought advanced GRP functionality to countries around the
world that has enabled governments to achieve better Public Expenditure and
Financial Accountability (PEFA) than more advanced countries, particularly in
“Accounting, Recording and Reporting.”
FreeBalance has enabled the governments of Timor-Leste to leapfrog more
advanced countries for transparency and performance management, Antigua
and Barbuda to achieve PFM reform objectives despite tight budgets, Kosovo to
achieve reform and Suriname to accelerate reform through sole sourcing and
Uganda to achieve change management results.
12. FreeBalance®
12
what has been the
FreeBalance
experience with
GRP success?
It is very difficult to hide failure in the GRP world. Many government audits are
made public. FreeBalance tracks success rates for FreeBalance and ERP
companies in developing nation governments. This includes implementations
that have been publicly mentioned in the press, audit reports or at conferences
as having significant problems.
There is an especially high risk in developing countries yet the FreeBalance
success rates are much higher than Tier 1 or Tier 2 ERP vendors.
The secret to the FreeBalance success is designing software and methodology to
meet the needs of government customers and the choice of customer-centricity.
FreeBalance government customers enjoy higher success rates than those who selected ERP
13. FreeBalance®
13
FreeBalance has brought advanced PFM features such as e-procurement, budget transparency and
performance results enabling “technology leapfrog.”
what is customer-
centricity?
Customer-Centric companies use a holistic approach:
o Shared objectives for PFM reform with additional governance structures
like the FreeBalance International Steering Committee align vendors with
government customers
o Processes to integrate product development directly with support and
implementation enables customer-centric product development with
sustainable solutions rather than the traditional product-centric strategy
o The customer-centric company organization structure eliminate barriers
between support, services and product development groups
o Corporate marketing focuses on understanding the GRP domain to
develop unique tools to align with government needs and engage with
the PFM community at conferences
Customer-centric companies reduce implementation risks:
o Customer-centric software manufactures play an active role in
implementations to reduce customer risk
o Implementation Services are directly aligned to product and support
o Professional services processes are adapted beyond simple Project
Management 101 and product expertise to provide holistic solutions.
o Customer-centric companies selecting partners based on government
experience, skills and commitment to sustainability
14. FreeBalance®
14
Customer support is a distinctive competence in customer-centric companies.
o Customer support is more than an empowered customer support
organization including escalating critical problems to company executives
and cross functional SWAT teams
o Use of customer engagement strategies like customer steering
committees rather than user groups
o Focus on training, mentoring for capacity building
o Customer sustainability performance management where the company
performance structure is aligned to customer satisfaction
what is customer-
centric product
development?
There are many implications for software and technology manufacturers that wish
to become customer intimate.
Product complexity needs to be reduced to make implementations more
sustainable:
o It is rare to find a technical assistance related document that does not
refer to the need for capacity building in developing countries
o The retirement of the baby boom generation in more developed
countries has created a capacity gap
o Software designed for GRP needs to be intuitive and designed for PFM.
o The systems administration burden to manage change and troubleshoot
should be reduced. Methods to reduce errors and help users should be
added.
The GRP sustainability challenges, particularly in developing countries,
necessitate different product designs:
o Connectivity is limited so large bandwidth computer applications do not
translate well to the developing nation context.
o Access to electricity is also a serious problem, so there is a focus on low
power solutions to make ICT sustainable.
o The environmental impact to generate electricity exacerbates climate
change in fragile ecosystems. Inefficient software design draws hardware
resources, power and bandwidth. This is known as software bloat that
includes squeezing more unneeded features into software
o Ability to progressively activate new features as capacity increases is
critical to support PFM reform
Customer engagement for product enhancement is critical:
o Companies must support multiple touch points for communications such
as local hiring and multiple channel enhancement requests
o Software manufacturers must enable customers to adapt product
roadmaps and release functionality when it is convenient to customers
15. FreeBalance®
15
how is the
FreeBalance GRP
approach different
from the traditional
model?
The i3
+qM customer-centric process used by FreeBalance has ensured that the
company has adapted methodology to ensure customer success and rolled lessons
learned from customers into the software. This methodology differs from traditional
software manufacturer and systems integrator processes by:
o Integration of product development, implementation and support processes
o Multiple customer and PFM feedback options including participation in
conferences to share and learn good practices
o Rigorous method of selecting implementation partners
o Use of the FreeBalance International Steering Committee, SWAT teams and
local hiring to better understand government needs
o Enabling customers to change the FreeBalance product roadmap
16. FreeBalance®
16
what does the
i3
+qM methodology
project governance
look like?
The i3
+qM methodology supports governance throughout planning,
implementation and sustainability
FreeBalance executives are directly involved in the project and program
governance
Knowledge by FreeBalance staff in similar government circumstances insures
focus on good practices, blueprints, change and communications management
FreeBalance ensures that software is compliant to government requirements
rather than relying on software code customization
why do software
manufacturers
avoid governance?
Very few software manufacturers are directly involved in the implementation of
GRP systems
The hands-off approach used by COTS software vendors enables deniability
should projects go awry
COTS vendors are often involved in too many “vertical markets” to commit to
important features needed in the public sector
17. FreeBalance®
17
how does the i3
+qM
enable financial
sustainability?
The project governance structure sets product development priorities to ensure
that software adapts to meet government requirements to optimize costs
Sustainability processes are included in governance structures
what are the
advantages of
direct software
manufacturer
contracting?
Technology infrastructures can be tuned to meet government requirements
when designed by the COTS vendor
Development of requirements and selection of vendors can be lengthy resulting
is systems that have fallen out of date with government needs
Winning RFP vendors become reluctant to consider change requests or charge
significant change request fees
Consulting organizations and technical assistance providers for GRP proposals
can have personal preferences that may not suit government needs
Long-term commitments between ensures political will for governments and
vendors and vendors with a direct relationship with governments are more likely
to invest locally
Reform momentum can slow when the initial GRP project has been completed
while a direct relationship can maintain momentum and address important
government needs
18. FreeBalance®
18
how are non-ICT
issues addressed
through a
customer-centric
model?
Political will is enhanced through small wins and sequencing based on good
practices
Capacity building is provided holistically including GRP knowledge, PFM good
practices, project management and systems management
Performance management methods track service level agreements, capacity
improvements, international assessments
Good practices in accounting procedures and International standards support
are enabled
Change management responsiveness is enhanced
Direct relationships between Governments and COTS vendors can help address holistic needs
why should
governments
consider a Social
Enterprise, like
FreeBalance, as a
GRP partner?
Social Enterprises understand the linkage between environmental and financial
sustainability where IT solutions should have a green footprint while enabling
growth and change
FreeBalance shares similar objectives to governments in capacity building,
transparency and country growth
Studies show that there are high failure rates with ERP implementations in the
private sector and in government while FreeBalance is a global GRP practice
leader
FreeBalance has a much better success rate than competitors. Some of this can
be attributed to software and some to process
19. FreeBalance®
19
how can direct GRP
software
manufacturer
governance
improve
opportunities for
success?
Conclusions
1. Traditional methods of GRP procurement often increases risks of failure
2. Shared objectives and customer-centric processes increases the chance for
implementation success and financial sustainable solutions
3. Governments can leverage all vendor capabilities to improve governance through
long-term procurement methods
4. Governments drive product functionality via customer-centric GRP vendors
5. Governments can benefit from timely implementations and agile progressive
activation through partnerships with GRP vendors
There are very few “best practices” but many “good practices” in Public Financial Management.
FreeBalance, a global provider of Government Resource Planning (GRP) software and services
shares good practices from experience with developed and developing country governments
around the world.
www.freebalance.com