The document discusses three case studies of failed IT projects and the importance of requirements analysis. In Case 1, an employee created a database for sales tracking without proper analysis, leading to performance issues as usage grew. Case 2 involved a startup's website development, where changing requirements without documentation caused delays. Case 3 was a disaster recovery plan project that faced scope creep and delays over 2.5 years. All three could have benefited from a business systems analyst to properly define and document requirements.
Artificial intel impacts on organizational performanceFarooq Omar
1. Artificial intelligence is impacting key areas of product development like project planning, resource allocation, and performance monitoring.
2. AI helps improve project planning through analyzing past project data to better predict challenges and avoid issues.
3. It also helps with resource allocation by objectively evaluating candidates based on skills rather than human biases, and finding qualified resources faster.
4. AI enhances performance monitoring by using data to proactively identify potential barriers or losses and spot opportunities for improvement.
The document discusses the need for "NextGen" business intelligence (BI) software that better meets the needs of younger, more tech-savvy employees entering the workforce. Current BI tools are often too difficult to use and not aligned with how newer generations interact with and use technology. NextGen software needs to be highly visual, interactive, collaborative and provide guided experiences for analyzing and sharing information. The document provides ideas for key features of NextGen software, including the ability to create guides to share analytic processes and rapid, seamless data handling and visualization.
Big Data Analytics: The art of the data scientist discusses the evolution of data analytics and roles of data scientists. It explains that while volume is interesting, distinguishing big data requires understanding patterns in incomplete and anonymized data from multiple sources. Effective data science discovers unknown insights, provides business value through predictive models and data products, and builds confidence in decisions through explanation and storytelling.
Why IT Struggles With Digital Transformation and What to Do About Itrun_frictionless
To win the digital transformation race, successful CIOs need to overcome three immense challenges: Massive backlogs, legacy debt and scarce resources. And, at the same time they need to embrace new methods, better suited to fast-paced innovation.
www.runfrictionless.com
Global Data Management: Governance, Security and Usefulness in a Hybrid WorldNeil Raden
With Global Data Management methodology and tools, all of your data can be accessed and used no matter where it is or where it is from: on-premises, private cloud, public cloud(s), hybrid cloud, open source, third-party data and any combination of the these, with security, privacy and governance applied as if they were a single entity. Ingenious software products and the economics of computing make it economical to do this. Not free, but feasible.
Evaluating the opportunity for embedded ai in data productivity toolsNeil Raden
The document discusses embedding AI in data productivity tools. It notes that while AI applications get attention, opportunities to embed AI in tools to manage and interpret data may be overlooked. This could help address challenges in preparing large amounts of clean, AI-ready data at scale. The document summarizes experts' views, many of which support embedding AI in data pipelines and tools to improve data quality, integration and analytics. It provides examples of companies like Informatica, UnifiSoftware, Trifacta and Tamr that are infusing AI into their data integration and catalog offerings. The document argues that opportunities for AI to improve data management could boost overall AI success rates.
This document provides a summary of a book that discusses how to increase the likelihood of IT project success through a process called "Corporate Profiling". The book argues that many IT project failures are due to lack of planning and insight within organizations before projects begin. It introduces Corporate Profiling as a way to provide visibility into an organization's needs and requirements. The summary highlights how Corporate Profiling involves unbundling an organization to understand its components, processes, and stakeholders to properly identify project requirements and set the project up for success.
Stop Blaming The Software - Corporate Profiling for IT Project SuccessITPSB Pty Ltd
This document summarizes a book about increasing the likelihood of IT project success through organizational profiling before implementation. It discusses how senior executives often contribute to project failures by not adequately planning or defining requirements upfront. The book introduces the concept of using insight, foresight, and learning from past experiences (hindsight) to profile an organization's objectives and needs to improve future project outcomes. Vendors and project managers are usually not to blame when failures occur due to lack of proper planning and preparation within the organization itself.
Artificial intel impacts on organizational performanceFarooq Omar
1. Artificial intelligence is impacting key areas of product development like project planning, resource allocation, and performance monitoring.
2. AI helps improve project planning through analyzing past project data to better predict challenges and avoid issues.
3. It also helps with resource allocation by objectively evaluating candidates based on skills rather than human biases, and finding qualified resources faster.
4. AI enhances performance monitoring by using data to proactively identify potential barriers or losses and spot opportunities for improvement.
The document discusses the need for "NextGen" business intelligence (BI) software that better meets the needs of younger, more tech-savvy employees entering the workforce. Current BI tools are often too difficult to use and not aligned with how newer generations interact with and use technology. NextGen software needs to be highly visual, interactive, collaborative and provide guided experiences for analyzing and sharing information. The document provides ideas for key features of NextGen software, including the ability to create guides to share analytic processes and rapid, seamless data handling and visualization.
Big Data Analytics: The art of the data scientist discusses the evolution of data analytics and roles of data scientists. It explains that while volume is interesting, distinguishing big data requires understanding patterns in incomplete and anonymized data from multiple sources. Effective data science discovers unknown insights, provides business value through predictive models and data products, and builds confidence in decisions through explanation and storytelling.
Why IT Struggles With Digital Transformation and What to Do About Itrun_frictionless
To win the digital transformation race, successful CIOs need to overcome three immense challenges: Massive backlogs, legacy debt and scarce resources. And, at the same time they need to embrace new methods, better suited to fast-paced innovation.
www.runfrictionless.com
Global Data Management: Governance, Security and Usefulness in a Hybrid WorldNeil Raden
With Global Data Management methodology and tools, all of your data can be accessed and used no matter where it is or where it is from: on-premises, private cloud, public cloud(s), hybrid cloud, open source, third-party data and any combination of the these, with security, privacy and governance applied as if they were a single entity. Ingenious software products and the economics of computing make it economical to do this. Not free, but feasible.
Evaluating the opportunity for embedded ai in data productivity toolsNeil Raden
The document discusses embedding AI in data productivity tools. It notes that while AI applications get attention, opportunities to embed AI in tools to manage and interpret data may be overlooked. This could help address challenges in preparing large amounts of clean, AI-ready data at scale. The document summarizes experts' views, many of which support embedding AI in data pipelines and tools to improve data quality, integration and analytics. It provides examples of companies like Informatica, UnifiSoftware, Trifacta and Tamr that are infusing AI into their data integration and catalog offerings. The document argues that opportunities for AI to improve data management could boost overall AI success rates.
This document provides a summary of a book that discusses how to increase the likelihood of IT project success through a process called "Corporate Profiling". The book argues that many IT project failures are due to lack of planning and insight within organizations before projects begin. It introduces Corporate Profiling as a way to provide visibility into an organization's needs and requirements. The summary highlights how Corporate Profiling involves unbundling an organization to understand its components, processes, and stakeholders to properly identify project requirements and set the project up for success.
Stop Blaming The Software - Corporate Profiling for IT Project SuccessITPSB Pty Ltd
This document summarizes a book about increasing the likelihood of IT project success through organizational profiling before implementation. It discusses how senior executives often contribute to project failures by not adequately planning or defining requirements upfront. The book introduces the concept of using insight, foresight, and learning from past experiences (hindsight) to profile an organization's objectives and needs to improve future project outcomes. Vendors and project managers are usually not to blame when failures occur due to lack of proper planning and preparation within the organization itself.
SiriusDecisions Explores the Need for Demand OrchestrationIntegrate
The Crisis Of Coordination At The Top Of The Funnel Is Distracting From Lower-Funnel Efforts Needed To Scale Pipeline.
This SlideShare features content from Kerry Cunningham of Sirius Decisions and Lena Waters of Lookout discussing today’s B2B marketing climate – specifically the growing need for Demand Orchestration as marketing teams become responsible for revenue, not just leads.
Content was originally featured in a live webinar on 4.6.2017. The on-demand webinar can be viewed here: https://discover.integrate.com/webinar_the_move_to_demand_orchestration
The Guru vastly simplifies the process for collecting and analyzing data, enabling an organization to create and share reports in just a few minutes that used to take hours or days.
http://www.actian.com/
Actian’s strategy is to enable companies to develop Action Apps. Action Apps are lightweight
consumer-style applications that automate business actions triggered by real-time changes in data.
Action Apps will unleash the next level of business innovation and competitive advantage currently locked in the endless streams of data flowing through organizations and the industry. Action Apps are easy to build, require no training and provide value far beyond traditional business intelligence applications. Action Apps will be developed, managed
and shared on the world’s first Cloud Action PlatformTM from Actian.
It is Time For Action Apps
Over the past decade, most innovation in software has been in the consumer market.
Think about the way you use technology in your personal life today. We all enjoy small, light-weight, big-value apps on the smartphones and tablets we love. These consumer
apps help us do practical things like pay bills, book flights and taxis, and do fun things
like connect and share with friends. It’s never been more effective and fun.
Compare this to the experiences we have at work, where we are forced to use monolithic, hard-to-use, and harder-to-manage enterprise software. Actian’s mission is to enable users, developers, and Enterprise IT organizations to embrace and build consumer style apps to unleash a new level of enterprise productivity.
Whether it’s monitoring a particular company’s stock prices, keeping tabs on your competition’s
sales data, or watching your prospects’ credit ratings rise and fall, every Action App
is customized to meet the information needs of your particular job or workflow.
Action Apps are designed to constantly scan and probe a wide variety of disparate data sources, from highly structured corporate CRM and ERP systems to software-as-a-service offerings like salesforce.com, and even unpredicted unstructured twitter feeds, LinkedIn updates and Facebook posts. When the Action Apps data probes uncover important
information, they fire triggers which signal the appropriate business user and either
communicate, or cause an action to be taken as a result.
Competitive advantage through data management terry jabali v.01tjabali
The document summarizes a keynote presentation on data management and analytics by Terry Jabali. The presentation will take place at the Data Management Planning & Analysis Summit in San Francisco on August 15-16, 2011. The keynote will provide an overview of key trends and practices in data management, and use case discussions. Jabali will discuss topics such as the costs of bad data, benchmarks for common data issues, investments that provide competitive advantages, and the need for data governance and analytics frameworks to ensure high quality data and actionable insights.
Operational performance management software aims to help businesses identify the root causes of problems by providing insights, not just metrics, from a variety of data sources. It allows companies to quickly correlate metrics with strategic goals in order to immediately address issues. For example, one company used this type of software to uncover that a promotion with high subscriber churn was due to customers not activating an included DSL service. The software market for performance management is growing, with spending expected to top $22 billion in 2005, as companies seek to improve operations and effectiveness, not just efficiency.
Today’s top contenders in the digital marketing and advertising market have a new set of challenges in creating and managing brands. Now, with an abundance of data at their fingertips, agencies are learning how to leverage their customers’ internal data to message and communicate brands and products more effectively. To further strengthen their efforts, they are tapping into technologies that allow them to leverage massive data streams from social and other web sources.
Learn more at http://infochimps.com
Cutting Edge Predictive Analytics with Eric Siegel Databricks
Apache Spark empowers predictive analytics and machine learning by increasing the reach and potential. But, before jumping to new deployments, it’s critical we 1) get the analytics right and 2) not overlook less conspicuous business opportunities. In this keynote, Predictive Analytics World founder and “Predictive Analytics” author Eric Siegel ramps you up on a dangerous pitfall and a critical value proposition:
– PITFALL: Avoiding BS predictive insights, i.e., “bad science,” spurious discoveries
– OPPORTUNITY: Optimizing marketing persuasion by predicting the *influence* of marketing treatments, i.e., uplift modeling
Enterprise Data Webinar World Series: Leading the Data Asset Management Team ...DATAVERSITY
This document discusses the roles of Chief Data Officer (CDO) and top data job in an organization. It explores what qualifications and traits are needed for these roles and how the CDO organization fits within the larger organizational structure. The key responsibilities of a CDO include developing the enterprise data strategy, owning data governance and architecture, and managing legal and compliance issues. For the top data role to be effective, it requires a blend of technical skills, business knowledge, and strong relationship and communication abilities.
SIM IT Trends Study 2013 - SIMposium SessionLeon Kappelman
Since 1980 the Society for Information Management (SIM) has conducted a survey of its senior IT executive members to gauge trends within the IT industry. SIM's members are among the most accomplished and innovative leaders in IT, so their responses help to benchmark various areas such as major management issues, largest and most worrisome IT investments, sourcing, CIO roles, staffing, spending, and salaries. SIM's IT Trends Study is widely recognized as one of the most representative barometers of the information technology industry. More information at http://www.simnet.org/?ITTrendsStudy.
Vanson Bourne Research Report: Big DataVanson Bourne
For most organisations, big data is now the reality of doing business. Technological and social innovations are resulting in huge flows of new data every day. As we enter this undeniable era of big data where more information will be captured in ever-finer detail from more sources than ever before does that mean our decision-making is bound to improve?
The document discusses emerging trends in performance appraisals, including moving away from annual reviews towards more continuous, real-time feedback. It discusses how companies like GE are piloting these new feedback models using mobile apps. Millennials expect more frequent feedback and want their work to have purpose. The document also discusses how its DevelapMe app collects over 1 million data points of feedback to create "Big Data" insights into human capital and unlock value for HR through metrics like a "Leadership P&L" that measures organizational behaviors and competencies.
"Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 Leon Kappelman
Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.
This document discusses common reasons why many data science projects fail. It provides six examples of projects that failed due to issues such as having an unrealistic scope, poor data quality, lack of stakeholder involvement, and resistance to the results of data analysis. For each example, it explains the root cause of the failure and provides recommendations for avoiding similar pitfalls in the future, such as prioritizing data architecture and ensuring business stakeholders are involved throughout the project. The overall message is that data science projects require consideration of the full lifecycle from data to deployment and addressing organizational challenges.
Business Analytics Lesson Of The Day August 2012Pozzolini
Business analytics involves collecting and analyzing large amounts of data to help companies make better business decisions. While data analysis has been used in business for over a century, it is only recently that companies have had the capabilities to analyze huge volumes of data in real-time and make predictive decisions. However, many companies still struggle with issues like poor quality data that can lead to inaccurate analyses. To successfully implement business analytics, companies need to focus on developing skills, ensuring accurate data, and having the right technologies to capture and make sense of their data.
Infochimps Survey: What IT Teams Want CIOs to Know About Big Data - Learn the top items that IT team members would like their CIOs to understand concerning their Big Data projects.
The report - CIOs & Big Data: What Your IT Team Wants You to Know - is based on a survey of more than 300 IT department employees, 58% of whom are currently engaged in Big Data projects, and aims to identify pitfalls that implementation teams encounter, and could avoid, if top management had a more complete view.
Loans and Debts and Data: Data Exploration Corner slidesmark madsen
The document discusses whether the worst of the housing crisis is over. It notes some say conditions have improved but questions whether the data truly shows this or just that things are better than they were. The document then examines various housing and economic data measures over time to analyze trends, but notes there are limitations and quality issues with the available data that make definitive conclusions difficult. It questions whether different data sources like foreclosures, bankruptcies, and unemployment truly correlate and reflect the same trends. In the end, it concludes there are more open questions than answers about the housing market due to challenges with the underlying data.
SharePoint 2013 - Why, How and What? - Session #SPCon13Roland Driesen
SharePoint 2013 offers even better equipment than SharePoint 2010 did and has good reviews, a very positive vibe, and an appealing look and feel. But, how do you implement and use this great technology? Or, being cynical: WHY even bother? This session is about rephrasing your thoughts on Collaboration and/or Enterprise Social. Based on the concept of “Start with WHY” Roland will show you the real benefits to leverage the technology adoption lifecycle across your organization (innovators > early adopters > early majority > late majority) and why not to focus on the laggards. With the four stages model of user adoption Roland will give you practical advice on HOW to support this process including the Getting Things Done method with SharePoint to also appeal to the "not-so-social-media-savvy". The WHAT of SharePoint will be presented by co-presenters during the two days. This session is a summary of the 3G implementation methodology; a blend of great thinkers (Carl Gustav Jung, Simon Sinek, Michael Sampson, David Allen) and proven methods (Getting Things Done, Insights Discovery) combined with great technology (SharePoint 2013) to successfully motivate at least 84% of any population in the real usage of your SharePoint platform.
WMS Gaming lacked visibility into project costs, revenues and resources which led them to pursue projects based on novelty rather than economic viability. They implemented Serena's Mariner product portfolio management software. This reduced a process that took 244 person days annually to nearly instantaneous, provided reliable role-based data enterprise-wide, and allowed more efficient resource allocation based on ROI analysis in a single system.
The document discusses the limitations of traditional software development methods, including bugs, time consumption, and failure to apply lessons learned. It introduces Encanvas' Applications Fabric as a codeless cloud service that allows for faster, lower risk application development. This addresses the need for organizations to develop applications quickly to support digital transformation and leverage disparate data sources. The Applications Fabric uses Computer Aided Application Development (CAAD) methods that involve designing applications using pre-formed building blocks rather than coding, reducing risks, costs and development times.
- Many large companies have experienced website crashes due to surges in traffic, forcing them to reevaluate their web infrastructure strategies. The introduction of public cloud offers a new way for IT teams to manage web infrastructure.
- A study of 50 IT leaders found the biggest challenges were difficulty simulating production environments and scaling to meet traffic demands. Over half said they are evaluating cloud solutions in the next 12 months.
- The top two cloud providers being evaluated are AWS and Azure. A cloud solution may help address budgets constraints and increasing business demands on web infrastructure.
Successful companies face an unfortunate reality - as their web and app traffic dramatically increases, their on-prem infrastructure gets stretched to the max causing bad response times. This leads many organizations to look at moving to the public cloud. According to a recent Softchoice study on how IT leaders approach their web infrastructure, there are two main drivers behind a move to a cloud-based web solution.
SiriusDecisions Explores the Need for Demand OrchestrationIntegrate
The Crisis Of Coordination At The Top Of The Funnel Is Distracting From Lower-Funnel Efforts Needed To Scale Pipeline.
This SlideShare features content from Kerry Cunningham of Sirius Decisions and Lena Waters of Lookout discussing today’s B2B marketing climate – specifically the growing need for Demand Orchestration as marketing teams become responsible for revenue, not just leads.
Content was originally featured in a live webinar on 4.6.2017. The on-demand webinar can be viewed here: https://discover.integrate.com/webinar_the_move_to_demand_orchestration
The Guru vastly simplifies the process for collecting and analyzing data, enabling an organization to create and share reports in just a few minutes that used to take hours or days.
http://www.actian.com/
Actian’s strategy is to enable companies to develop Action Apps. Action Apps are lightweight
consumer-style applications that automate business actions triggered by real-time changes in data.
Action Apps will unleash the next level of business innovation and competitive advantage currently locked in the endless streams of data flowing through organizations and the industry. Action Apps are easy to build, require no training and provide value far beyond traditional business intelligence applications. Action Apps will be developed, managed
and shared on the world’s first Cloud Action PlatformTM from Actian.
It is Time For Action Apps
Over the past decade, most innovation in software has been in the consumer market.
Think about the way you use technology in your personal life today. We all enjoy small, light-weight, big-value apps on the smartphones and tablets we love. These consumer
apps help us do practical things like pay bills, book flights and taxis, and do fun things
like connect and share with friends. It’s never been more effective and fun.
Compare this to the experiences we have at work, where we are forced to use monolithic, hard-to-use, and harder-to-manage enterprise software. Actian’s mission is to enable users, developers, and Enterprise IT organizations to embrace and build consumer style apps to unleash a new level of enterprise productivity.
Whether it’s monitoring a particular company’s stock prices, keeping tabs on your competition’s
sales data, or watching your prospects’ credit ratings rise and fall, every Action App
is customized to meet the information needs of your particular job or workflow.
Action Apps are designed to constantly scan and probe a wide variety of disparate data sources, from highly structured corporate CRM and ERP systems to software-as-a-service offerings like salesforce.com, and even unpredicted unstructured twitter feeds, LinkedIn updates and Facebook posts. When the Action Apps data probes uncover important
information, they fire triggers which signal the appropriate business user and either
communicate, or cause an action to be taken as a result.
Competitive advantage through data management terry jabali v.01tjabali
The document summarizes a keynote presentation on data management and analytics by Terry Jabali. The presentation will take place at the Data Management Planning & Analysis Summit in San Francisco on August 15-16, 2011. The keynote will provide an overview of key trends and practices in data management, and use case discussions. Jabali will discuss topics such as the costs of bad data, benchmarks for common data issues, investments that provide competitive advantages, and the need for data governance and analytics frameworks to ensure high quality data and actionable insights.
Operational performance management software aims to help businesses identify the root causes of problems by providing insights, not just metrics, from a variety of data sources. It allows companies to quickly correlate metrics with strategic goals in order to immediately address issues. For example, one company used this type of software to uncover that a promotion with high subscriber churn was due to customers not activating an included DSL service. The software market for performance management is growing, with spending expected to top $22 billion in 2005, as companies seek to improve operations and effectiveness, not just efficiency.
Today’s top contenders in the digital marketing and advertising market have a new set of challenges in creating and managing brands. Now, with an abundance of data at their fingertips, agencies are learning how to leverage their customers’ internal data to message and communicate brands and products more effectively. To further strengthen their efforts, they are tapping into technologies that allow them to leverage massive data streams from social and other web sources.
Learn more at http://infochimps.com
Cutting Edge Predictive Analytics with Eric Siegel Databricks
Apache Spark empowers predictive analytics and machine learning by increasing the reach and potential. But, before jumping to new deployments, it’s critical we 1) get the analytics right and 2) not overlook less conspicuous business opportunities. In this keynote, Predictive Analytics World founder and “Predictive Analytics” author Eric Siegel ramps you up on a dangerous pitfall and a critical value proposition:
– PITFALL: Avoiding BS predictive insights, i.e., “bad science,” spurious discoveries
– OPPORTUNITY: Optimizing marketing persuasion by predicting the *influence* of marketing treatments, i.e., uplift modeling
Enterprise Data Webinar World Series: Leading the Data Asset Management Team ...DATAVERSITY
This document discusses the roles of Chief Data Officer (CDO) and top data job in an organization. It explores what qualifications and traits are needed for these roles and how the CDO organization fits within the larger organizational structure. The key responsibilities of a CDO include developing the enterprise data strategy, owning data governance and architecture, and managing legal and compliance issues. For the top data role to be effective, it requires a blend of technical skills, business knowledge, and strong relationship and communication abilities.
SIM IT Trends Study 2013 - SIMposium SessionLeon Kappelman
Since 1980 the Society for Information Management (SIM) has conducted a survey of its senior IT executive members to gauge trends within the IT industry. SIM's members are among the most accomplished and innovative leaders in IT, so their responses help to benchmark various areas such as major management issues, largest and most worrisome IT investments, sourcing, CIO roles, staffing, spending, and salaries. SIM's IT Trends Study is widely recognized as one of the most representative barometers of the information technology industry. More information at http://www.simnet.org/?ITTrendsStudy.
Vanson Bourne Research Report: Big DataVanson Bourne
For most organisations, big data is now the reality of doing business. Technological and social innovations are resulting in huge flows of new data every day. As we enter this undeniable era of big data where more information will be captured in ever-finer detail from more sources than ever before does that mean our decision-making is bound to improve?
The document discusses emerging trends in performance appraisals, including moving away from annual reviews towards more continuous, real-time feedback. It discusses how companies like GE are piloting these new feedback models using mobile apps. Millennials expect more frequent feedback and want their work to have purpose. The document also discusses how its DevelapMe app collects over 1 million data points of feedback to create "Big Data" insights into human capital and unlock value for HR through metrics like a "Leadership P&L" that measures organizational behaviors and competencies.
"Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 Leon Kappelman
Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.
This document discusses common reasons why many data science projects fail. It provides six examples of projects that failed due to issues such as having an unrealistic scope, poor data quality, lack of stakeholder involvement, and resistance to the results of data analysis. For each example, it explains the root cause of the failure and provides recommendations for avoiding similar pitfalls in the future, such as prioritizing data architecture and ensuring business stakeholders are involved throughout the project. The overall message is that data science projects require consideration of the full lifecycle from data to deployment and addressing organizational challenges.
Business Analytics Lesson Of The Day August 2012Pozzolini
Business analytics involves collecting and analyzing large amounts of data to help companies make better business decisions. While data analysis has been used in business for over a century, it is only recently that companies have had the capabilities to analyze huge volumes of data in real-time and make predictive decisions. However, many companies still struggle with issues like poor quality data that can lead to inaccurate analyses. To successfully implement business analytics, companies need to focus on developing skills, ensuring accurate data, and having the right technologies to capture and make sense of their data.
Infochimps Survey: What IT Teams Want CIOs to Know About Big Data - Learn the top items that IT team members would like their CIOs to understand concerning their Big Data projects.
The report - CIOs & Big Data: What Your IT Team Wants You to Know - is based on a survey of more than 300 IT department employees, 58% of whom are currently engaged in Big Data projects, and aims to identify pitfalls that implementation teams encounter, and could avoid, if top management had a more complete view.
Loans and Debts and Data: Data Exploration Corner slidesmark madsen
The document discusses whether the worst of the housing crisis is over. It notes some say conditions have improved but questions whether the data truly shows this or just that things are better than they were. The document then examines various housing and economic data measures over time to analyze trends, but notes there are limitations and quality issues with the available data that make definitive conclusions difficult. It questions whether different data sources like foreclosures, bankruptcies, and unemployment truly correlate and reflect the same trends. In the end, it concludes there are more open questions than answers about the housing market due to challenges with the underlying data.
SharePoint 2013 - Why, How and What? - Session #SPCon13Roland Driesen
SharePoint 2013 offers even better equipment than SharePoint 2010 did and has good reviews, a very positive vibe, and an appealing look and feel. But, how do you implement and use this great technology? Or, being cynical: WHY even bother? This session is about rephrasing your thoughts on Collaboration and/or Enterprise Social. Based on the concept of “Start with WHY” Roland will show you the real benefits to leverage the technology adoption lifecycle across your organization (innovators > early adopters > early majority > late majority) and why not to focus on the laggards. With the four stages model of user adoption Roland will give you practical advice on HOW to support this process including the Getting Things Done method with SharePoint to also appeal to the "not-so-social-media-savvy". The WHAT of SharePoint will be presented by co-presenters during the two days. This session is a summary of the 3G implementation methodology; a blend of great thinkers (Carl Gustav Jung, Simon Sinek, Michael Sampson, David Allen) and proven methods (Getting Things Done, Insights Discovery) combined with great technology (SharePoint 2013) to successfully motivate at least 84% of any population in the real usage of your SharePoint platform.
WMS Gaming lacked visibility into project costs, revenues and resources which led them to pursue projects based on novelty rather than economic viability. They implemented Serena's Mariner product portfolio management software. This reduced a process that took 244 person days annually to nearly instantaneous, provided reliable role-based data enterprise-wide, and allowed more efficient resource allocation based on ROI analysis in a single system.
The document discusses the limitations of traditional software development methods, including bugs, time consumption, and failure to apply lessons learned. It introduces Encanvas' Applications Fabric as a codeless cloud service that allows for faster, lower risk application development. This addresses the need for organizations to develop applications quickly to support digital transformation and leverage disparate data sources. The Applications Fabric uses Computer Aided Application Development (CAAD) methods that involve designing applications using pre-formed building blocks rather than coding, reducing risks, costs and development times.
- Many large companies have experienced website crashes due to surges in traffic, forcing them to reevaluate their web infrastructure strategies. The introduction of public cloud offers a new way for IT teams to manage web infrastructure.
- A study of 50 IT leaders found the biggest challenges were difficulty simulating production environments and scaling to meet traffic demands. Over half said they are evaluating cloud solutions in the next 12 months.
- The top two cloud providers being evaluated are AWS and Azure. A cloud solution may help address budgets constraints and increasing business demands on web infrastructure.
Successful companies face an unfortunate reality - as their web and app traffic dramatically increases, their on-prem infrastructure gets stretched to the max causing bad response times. This leads many organizations to look at moving to the public cloud. According to a recent Softchoice study on how IT leaders approach their web infrastructure, there are two main drivers behind a move to a cloud-based web solution.
Uncovering Key Challenges in Offshore Software Development.pdfSiya Carla
Offshore development can be cost effective and provide access to global talent, but it also comes with some challenges. Let’s understand them here.
https://www.finoit.com/blog/key-challenges-in-offshore-development/
Data Migration: A White Paper by Bloor ResearchFindWhitePapers
This paper is about using information management software from Business Objects, an SAP company, for SAP data migration projects, either for upgrades from one version of SAP to a newer one, or from other environments to SAP. In practice, many of the considerations that apply to SAP data migrations are no different from those that pertain generally to non-SAP environments.
1) In the 1980s, the rise of personal computers and distributed systems disrupted traditional software development processes. Business needs grew more sophisticated and numerous, straining IT departments.
2) As business started driving technology more, people from different business functions took on the role of business analyst to more directly address automation needs.
3) Today's business analyst role involves requirements gathering, process modeling, and acting as an "agent of change" to influence organizations through major transitions that support business goals. The role continues evolving to meet changing business needs.
Андрій Татчин "Software Project Estimation: Theory and Reality" Lviv Startup Club
The document discusses software project estimation, providing examples of real-world challenges and proposed solutions. It notes that 31.1% of projects are cancelled and 52.7% exceed original estimates. To improve estimates, it recommends distinguishing estimates, targets, and commitments; recognizing that estimates evolve over time; and involving the project team. Case studies demonstrate estimating by understanding requirements, creating designs, and counting pages/features, then applying historical data and adjustment factors. Defining needs early and openly is advised to set proper expectations.
1. The document discusses several emerging trends in web app development, including progressive web apps (PWAs), single page applications (SPAs), motion UI, voice search, and cybersecurity.
2. It then provides details on each trend, explaining what they are, examples of popular apps that use each trend, and their benefits such as improved user experience, faster loading, and enhanced security.
3. The document also discusses some of the best paying and fastest growing career fields in IT, including data science, artificial intelligence, cybersecurity, machine learning, and cloud computing, noting strong projected job growth and salaries for professionals in these areas.
This document discusses the business case for advanced data visualization (ADV). It argues that ADV provides benefits like enabling users to process larger amounts of data more efficiently and detect trends more easily. ADV enhances the computer-human interface by increasing user awareness and focus. It allows enterprises to optimize human capital and performance. The document outlines best practices for implementing ADV, including making solutions agile, interactive, collaborative, and relevant to specific business needs.
Big Data; Big Potential: How to find the talent who can harness its powerLucas Group
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Critical Thinking: Consultant Case Study
Read Case Study IV-3 entitled “IT Infrastructure Outsourcing at Schaeffer (A): The Outsourcing
Decision” on pages 628-633 textbook, Managing Information Technology.
Prepare a paper answering the following question:
• What benefits does Schaffer hope to achieve from outsourcing its IT
infrastructure?
• Describe the steps taken to develop the RFP and the role that an outside
consultant played in this process.
• What are the perceived disadvantages to outsourcing raised by its managers?
• Some managers suggested a third alternative: Outsource the IT infrastructure for
the Reitzel division only. Which alternative do you think Schaeffer should choose,
and why?
• Why do you think so many disadvantages were raised after the task force
recommendation had been developed? How could this controversy have been
avoided?
Your paper should be 8 pages in length and well-written. Please be sure to incorporate the
questions into your responses. Use academic writing standards and APA style guidelines, citing all
references is must.
Make not to copy from any Internet sources, use your own words. Any plagiarism is not
acceptable.
Make sure to use at least 3 references, and all of them need to creditable resources.
CASE STUDY IV-3
IT Infrastructure Outsourcing ���at
Schaeffer (A): The Outsourcing
Decision
Schaeffer Corporation, headquartered in the small Midwestern town of Vilonia, is
a diversified manufac- turer. In 2002 Schaeffer Corporation’s consolidated sales
were around $2 billion and its profit after taxes was about $200 million.
Schaeffer’s stock is publicly held and its value has been consistently recognized
by the market- place over the past few years.
Founded by Frederick W. Schaeffer in 1877, Schaeffer Corporation originally
manufactured small farm machines, such as churns, cream separators, corn
shellers, apple peelers, and the like. Frederick had one son and three daughters,
and the daughters married men who joined the business: Hiram C. Colbert, George
Kinzer, and Heinrich Reitzel. Each of them led the transformation of the compa-
nies into new product lines, and today Schaeffer Corporation sells very different
products within three very different divisions, named the Colbert division, the
Kinzer division, and the Reitzel (pronounced “rightsell”) division.
Each division is relatively autonomous, with the responsibility for product
development and marketing of its own product lines. Two of the divisions have
their own manufacturing plants and distribution facilities; the third division is now
in financial services, providing agribusiness loans, estate and equipment loans, etc.
The products are all branded with their division’s name rather than with the
Schaeffer name. Although the financials of the divisions are closely monitored by
Schaeffer corporate headquarters, each division is held responsible by corporate
management for its bottom.
A strong communication capability between the business and IT ensures the alignment of business requirements with delivered IT functionality and value. Use this storyboard to understand common barriers to effective requirements management, tactical solutions to overcome these barriers, and how to achieve a high level of project success.
This storyboard will help you:
•Understand the common barriers to effective requirements management
•Learn how organizations have solved these challenges
•Implement your own tactical solutions to enable effective communication of business requirements for IT projects in your organization
•Achieve a high level of project success
Whether an organization develops its own applications or implements packaged solutions, the success of the project depends on the clear communication of business requirements in terms IT can understand and deliver.
This document provides details on the design of a real estate application that utilizes SMAC (social, mobile, analytics, and cloud) technologies. It begins with an introduction to the problem and objectives of optimizing real estate search and filtering using a user's online activities. It then describes the feasibility study, including economic, technical, and behavioral considerations. The remainder of the document provides details on the system analysis, design, and technologies used, including Salesforce, Visualforce, Apex, and various UML diagrams.
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"How Haleon have established a software-defined lifecycle that decreases the effort required for build and integration. Making new features, bug fixes, experiments, configuration changes always ready for deployment to a production environment."
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2. How Poor or Missing Requirements Can Kill an I.T. Project A Special Report by Liz Lavaveshkul
3.
4. The High Cost of IT Projects In order to compete effectively, companies must be able to harness the power of computers and technology to their best advantage quickly and succinctly. One in six big IT projects go over-budget by an average of 200%, according to new research by Oxford University. Companies spend an average of up to 4 to 10% of their income on information technology projects In the United States alone, companies spend more than $250 billion each year on IT projects IT projects have become the second largest corporate expenses
5.
6. The High Costs of Failure With so much on the line, it is vitally important to ensure the projects’ Ironically, however, a great number of these projects fail. success.
7. When a project fails, it can make a difference between and mega profits major losses .
8. Take the example of FoxMeyer Drug Company, which was once a $5 billion wholesale drug distribution company in Texas. Because its resource planning system was so poorly implemented, the company eventually plummeted into bankruptcy in 1996. $5,000,000,000
9. The Denver International Airport’s fully automated baggage tracking system was supposed to be programmed for just-in-time delivery of baggage. It was expected to direct and track baggage in thousands of unmanned carts throughout 26 miles of underground of the airport’s baggage system.
10. The Denver International Airport’s fully automated baggage tracking system was supposed to be programmed for just-in-time delivery of baggage. It was expected to direct and track baggage in thousands of unmanned carts throughout 26 miles of underground of the airport’s baggage system. Unfortunately, because the system design was flawed and full of bugs, the $234 million project never worked and, consequently, delayed the much-anticipated opening of the new airport. The delays reportedly cost the city of Denver roughly $1 million a day!
11. When it published its Chaos report in 1994, the Standish Group, an internationally recognized research organization, stated that: By 2006, there were still no signs of improvement. An astonishing 65% of projects did not meet the criteria for success. 31.1 % of projects begun were outright failures
12. What causes Information Technology projects to fail? What is the missing link that could bridge the gap to success? The three cases described here are typical examples of information technology projects that went awry. They were missing critical components of a successful project.
14. Manny Ger Manny Ger, East Coast Regional Manager of Widgets R Us, just completed a Microsoft Access class through the extension program of a well-known university. He is convinced that MS Access is the “way to go” to develop a tracking database for this sales team.
15. Applying the principles he learned in school, Mr. Ger sets up tables and relationships, forms, queries, and reports for his new “Super Widgets Sales Force” MS Access database.
16. Next, he trains his assistant and his 8-person sales team at the Miami Regional Headquarters. He instructs them to enter their contact and sales information into the database daily for the next two weeks and directs his administrative assistant to run the reports every morning.
17. Since things go so well, he decides to roll out his application to the nine other sales offices in his region.
18. With much fanfare, he credits himself for creating a database that will be their new weapon to improve efficiency and double sales in his region. Next, he requires everyone on his team to use his database.
19. Soon after all 172 members of this East Coast team start using the application, things start to slow down. Not wanting to displease their boss, who created the “Super Widgets Sales Force” database, no one complains; instead, they dutifully enter their data every day. Eight months later, data entry is slower than ever. Employees grumble among themselves that it takes “ forever ” to log in to the application. Many are frustrated because the application sometimes freezes or “ kicks them out ” for “ no reason .” Yet, no one dares to openly criticize Mr. Ger’s database.
20. After spending hours struggling with the database to run and print reports for Mr. Ger one frustrating Monday morning, his administrative assistant finally gives up and goes to him to complain. She tells him that she cannot give him his report on time, since the reports that once only took seconds to run now take a full 30 minutes per report. Mr. Ger makes some vague comments and tells his assistant to “do her best” and bring him the reports “as soon as she is done.”
21. For some time now, Mr. Ger has secretly known that his database was in trouble, but didn’t want to admit it to his subordinates. “How did I get myself into this mess and what do I do now?” Mr. Ger wonders, Super Widgets Sales Force database
22. Case Analysis Mr. Ger embarked on his project without any IT project management experience. He did not take time to analyze his real needs before setting up his Access database, nor did he seek input from anyone else – including his own sales teams and his company’s IT department. Mr. Ger also backed himself into a corner when he invested too much of his ego into the project. He should have recognized his own technical limitations.
23. Are you using home-grown applications that lack flexibility and scalability? Super Widgets Sales Force database
24. This project would have greatly benefited from the expertise of a skilled Business Systems Analyst (BSA). The BSA would have developed a solid set of written requirements from the outset, which would have been reviewed by both “management type” users and actual “end-users.” The requirements would have also gone through a technical review with the IT project team.
25. non-functional requirements A skilled BSA would have also taken into consideration, such as the volume of data number of users capacity of the server
28. Al, Holly, and Beverly at their Los Angeles office Al Hambra, Holly Wood, and Beverly Hills are partners at a start-up company in Los Angeles what will primarily do business over the Internet. The entrepreneurial trio know that they have to think creatively and act fast to get a hold of the market before the December peak sales season. They hire a team of crack-shot web developers to create their Internet presence and capture their segment of their target market.
29. Every time they think of something for their website, Al, Holly, and Bev call up their developers or drop by their desks to let them know what they want. The developers are young, very competent, have access to leading edge technology and equipment. They are anxious to please and implement the owners’ requests immediately.
30. After several months of going past their target launch date, the partners are wondering why their website is not yet running. The December peak sales season is slipping away, and they blame their web team for losing millions in potential revenue. They begin to question their web developers’ competence.
31. The development team, on the other hand, is equally frustrated. Al, Holly, and Bev’s requirements are constantly changing. Furthermore, what the partners consider to be a “simple” change could sometimes require a major overhaul of the web design and database. Moreover, there are times when Al, Holly, and Bev cancel out each other’s requests. No fair ! The web developers feel that they are being used as scapegoats for the partners’ incompetence.
32. Case Analysis The partners – and the project – did not have clear, measurable, and attainable goals, and the requirements were never captured and documented. The partners should have mapped out and agreed among themselves exactly what they wanted their website to accomplish. They should have clearly explained their goals and requirements to the project’s technical team. After they had been agreed upon, the scope and requirements should have been “frozen” and managed before development work began.
33. Project objectives not fully specified – 51% Some of the main causes of project runaways are: Bad planning and estimating – 48% Inadequate or no project management methodology – 42% About 5 to 15% of IT projects will be abandoned before or shortly after delivery because they are seen to be “hopelessly inadequate.” Many other projects will arrive late and over budget or will require massive re-working. Few IT projects, in other words, truly succeed.
34. Have you lost revenue because of missed critical deadlines?
35.
36. The Case of the Disastrous Disaster Plan Case #3
37. The WINN ER ’ S EDGE, a Fortune 500 company, is run by Jay Winn, a talented business-savvy visionary who wants to make sure his company maintains its leading edge over its competitors. Mr. Winn has assembled a project team composed of business sponsors, a project manager, an IT network administrator, programmers, a change management coordinator, a database administrator, and an information security analyst. Mr. Winn wants to be sure that his company will be up and running and will continue operations, in the event that a natural or man-made disaster were to occur. The project is initially expected to be completed within 10 months.
38. Jay Winn, CEO and President of the WINN ER ’ S EDGE After two and a half years and three different project managers, the project is still far from completion. The delays have angered Mr. Winn, who has threatened to cancel the project if the team cannot turn it around within the next six months.
39.
40. Have your projects been sabotaged by unreliable estimates and scope creep?
41.
42.
43. About the author Liz Lavaveshkul has had over 20 successful years in the Information Technology industry, specializing in business systems analysis. Her IT career began when she was one of six candidates selected over a field of hundreds of applicants for an intensive Systems Analysis training program at a Fortune 500 company. She has built a solid reputation for providing exemplary requirements documentation. Aside from business systems analysis, Liz also has expertise in project management and technical writing. She has been the lead analyst in various projects and has managed business analysts and technical writers. She has a Master’s degree, with a major in communication. Liz is uniquely qualified to implement the principles outlined in this Special Report Liz is uniquely qualified to implement the principles outlined in this Special Report