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This presentation describes a structured approach to creating a business-focussed information technology strategy. An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions. The IT strategy will consist of static structural elements relating to the organisation of the IT function: • Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently • IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships • Operating Model – how the IT function work and delivers value and the processes it implements and operates • Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
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Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more" https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
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IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan. We provide you with the following best practices: - IT Strategy Definition and Introduction - IT Strategy Frameworks - IT Strategy Approaches and Transformation
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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/it-strategy-209 This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy. This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
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This presentation describes a structured approach to creating a business-focussed information technology strategy. An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions. The IT strategy will consist of static structural elements relating to the organisation of the IT function: • Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently • IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships • Operating Model – how the IT function work and delivers value and the processes it implements and operates • Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
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Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more" https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
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IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan. We provide you with the following best practices: - IT Strategy Definition and Introduction - IT Strategy Frameworks - IT Strategy Approaches and Transformation
IT Strategy I Best Practices I NuggetHub
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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/it-strategy-209 This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy. This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
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This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction. Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo. List of deliverables: Application Rationalization framework Portfolio Analysis framework Road Map Current state analysis Target State establishing process System Context System Landscape
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IT Architecture is failing the business by: • Not delivering on business strategy and business objectives • Not helping the business respond to external and internal pressures • Not providing the consulting and advisory services to enable the business derive value from new technologies • Not driving IT innovation • Not making itself relevant or useful to the business IT Architecture failing the IT organisation by: • Not assisting with engagement with the business to architect solutions needed by the business • Not working as an integrated function across all architectural areas • Not defining IT architectures that enable a portfolio of solutions to be delivered and operated quickly • Not innovating the IT portfolio and architecture to take advantage of and integrate new technologies Individual architecture disciplines all too frequently operate as disintegrated and siloed functions. The consequences are that: • At least 40% of technology spending is diverted from IT • Over 30% of CIOs routinely not consulted on IT solution acquisition and expenditure IT architecture needs to: • Enable the business respond to and realise changes in response to external and internal pressures • Identify business opportunities in technology trends and occasions for changes and greater efficiencies • IT Architecture needs to be able to contribute to the development of business strategy and to be trusted to be able to make a contribution • Identify how the business can use technologies and how the business should be shaped to take advantage of technologies • Provide advice on the potential of new technologies and how to react to technology changes • Offer real business consulting and the addition of business value
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Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. This describes facets of exploring the options for digital to ensure that the resulting strategy is realistic, achievable and will deliver a return. Enterprise Architecture needs to be involved in the development of digital architecture. Digital architecture needs to be at the core of the organisation’s wider Enterprise Architecture. Technology generally accelerates existing business momentum rather than being the originator of momentum. Digital is not a panacea. Digital interactions with third parties gives rise to expectations Digital will make weaknesses in business processes and underlying technology very evident very quickly. Iterate through digital initiatives, starting small and focussed, learning from experience.
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The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation. Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT: • Shadow Projects • Shadow Data • Shadow Sourcing • Shadow Development • Shadow Solutions • Shadow Support Arrangements Shadow IT takes many forms and types 1. CUST – customised solution developed by a third-party 2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business 3. DIY – end-user computing application developed by the business 4. HOME – organisation data sent to home devices to be worked on 5. MSG – public messaging and data exchange platforms 6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions 7. OUT – outsourced service solution 8. PROD – software product acquired by the business and implemented on organisation infrastructure 9. PUB – accessing organisation applications and data using public devices or networks 10. STOR – public data storage and exchange platforms 11. SVC – hosted software solution Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
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The data architecture of solutions is frequently not given the attention it deserves or needs. Frequently, too little attention is paid to designing and specifying the data architecture within individual solutions and their constituent components. This is due to the behaviours of both solution architects ad data architects. Solution architecture tends to concern itself with functional, technology and software components of the solution Data architecture tends not to get involved with the data aspects of technology solutions, leaving a data architecture gap. Combined with the gap where data architecture tends not to get involved with the data aspects of technology solutions, there is also frequently a solution architecture data gap. Solution architecture also frequently omits the detail of data aspects of solutions leading to a solution data architecture gap. These gaps result in a data blind spot for the organisation. Data architecture tends to concern itself with post-individual solutions. Data architecture needs to shift left into the domain of solutions and their data and more actively engage with the data dimensions of individual solutions. Data architecture can provide the lead in sealing these data gaps through a shift-left of its scope and activities as well providing standards and common data tooling for solution data architecture The objective of data design for solutions is the same as that for overall solution design: • To capture sufficient information to enable the solution design to be implemented • To unambiguously define the data requirements of the solution and to confirm and agree those requirements with the target solution consumers • To ensure that the implemented solution meets the requirements of the solution consumers and that no deviations have taken place during the solution implementation journey Solution data architecture avoids problems with solution operation and use: • Poor and inconsistent data quality • Poor performance, throughput, response times and scalability • Poorly designed data structures can lead to long data update times leading to long response times, affecting solution usability, loss of productivity and transaction abandonment • Poor reporting and analysis • Poor data integration • Poor solution serviceability and maintainability • Manual workarounds for data integration, data extract for reporting and analysis Data-design-related solution problems frequently become evident and manifest themselves only after the solution goes live. The benefits of solution data architecture are not always evident initially.
Data Architecture for Solutions.pdf
Data Architecture for Solutions.pdf
Alan McSweeney
Solution architects and the solution architecture function are ideally placed to create solution delivery estimates Solution architects have the knowledge and understanding of the solution constituent component and structure that is needed to create solution estimate: • Knowledge of solution options • Knowledge of solution component structure to define a solution breakdown structure • Knowledge of available components and the options for reuse • Knowledge of specific solution delivery constraints and standards that both control and restrain solution options Accurate solution delivery estimates are need to understand the likely cost/resources/time/options needed to implement a new solution within the context of a range of solutions and solution options. These estimates are a key input to investment management and making effective decisions on the portfolio of solutions to implement. They enable informed decision-making as part of IT investment management. An estimate is not a single value. It is a range of values depending on a number of conditional factors such level of knowledge, certainty, complexity and risk. The range will narrow as the level of knowledge and uncertainty decreases There is no easy or magic way to create solution estimates. You have to engage with the complexity of the solution and its components. The more effort that is expended the more accurate the results of the estimation process will be. But there is always a need to create estimates (reasonably) quickly so a balance is needed between effort and quality of results. The notes describe a structured solution estimation process and an associated template. They also describe the wider context of solution estimates in terms of IT investment and value management and control.
Solution Architecture and Solution Estimation.pdf
Solution Architecture and Solution Estimation.pdf
Alan McSweeney
This analysis seeks to validate published COVID-19 mortality statistics using mortality data derived from general mortality statistics, mortality estimated from population size and mortality rates and death notice data
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...
Alan McSweeney
This analysis looks at the changes in the numbers of priests and nuns in Ireland for the years 1926 to 2016. It combines data from a range of sources to show the decline in the numbers of priests and nuns and their increasing age profile. This analysis consists of the following sections: • Summary - this highlights some of the salient points in the analysis. • Overview of Analysis - this describes the approach taken in this analysis. • Context – this provides background information on the number of Catholics in Ireland as a context to this analysis. • Analysis of Census Data 1926 – 2016 - this analyses occupation age profile data for priests and nuns. It also includes sample projections on the numbers of priests and nuns. • Analysis of Catholic Religious Mortality 2014-2021 - this analyses death notice data from RIP.ie to shows the numbers of priests and nuns that have died in the years 2014 to 2021. It also looks at deaths of Irish priests and nuns outside Ireland and at the numbers of countries where Irish priests and nuns have worked. • Analysis of Data on Catholic Clergy From Other Sources - this analyses data on priests and nuns from other sources. • Notes on Data Sources and Data Processing - this lists the data sources used in this analysis.
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...
Alan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it. Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions. Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure. Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions. All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt. Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software. Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place. Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
IT Architecture’s Role In Solving Technical Debt.pdf
IT Architecture’s Role In Solving Technical Debt.pdf
Alan McSweeney
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Solution Architecture And Solution Security
Solution Architecture And Solution Security
Alan McSweeney
This paper describes how technologies such as data pseudonymisation and differential privacy technology enables access to sensitive data and unlocks data opportunities and value while ensuring compliance with data privacy legislation and regulations.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Alan McSweeney
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation. Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value. These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data. There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data: • Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed • Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data • Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required. Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic. Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Alan McSweeney
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt. The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics. The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution. The complete solution security view should refer explicitly to the components and their controls. While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions. There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security. Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks. Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation. The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components. Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
Solution Security Architecture
Solution Security Architecture
Alan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation). Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications. One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape. The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances. These notes cover the following topics: • Solution And Process Automation – The Wider Technology And Approach Landscape • Business Processes, Business Solutions And Automation • Organisation Process Model • Strategic And Tactical Automation • Deciding On The Scope Of Automation • Digital Strategy, Digital Transformation And Automation • Specifying The Automation Solution • Business Process Model and Notation (BPMN) • Sample Business Process – Order To Cash • RPA (Robotic Process Automation)
Solution Architecture And (Robotic) Process Automation Solutions
Solution Architecture And (Robotic) Process Automation Solutions
Alan McSweeney
These notes discuss the related topics of Data Profiling, Data Catalogs and Metadata Harmonisation. It describes a detailed structure for data profiling activities. It identifies various open source and commercial tools and data profiling algorithms. Data profiling is a necessary pre-requisite activity in order to construct a data catalog. A data catalog makes an organisation’s data more discoverable. The data collected during data profiling forms the metadata contained in the data catalog. This assists with ensuring data quality. It is also a necessary activity for Master Data Management initiatives. These notes describe a metadata structure and provide details on metadata standards and sources.
Data Profiling, Data Catalogs and Metadata Harmonisation
Data Profiling, Data Catalogs and Metadata Harmonisation
Alan McSweeney
This document compares published COVID-19 mortality statistics for Ireland with publicly available mortality data extracted from informal public data sources. This mortality data is taken from published death notices on the web site www.rip.ie. This is used a substitute for poor quality and long-delayed officially published mortality statistics. Death notice information on the web site www.rip.ie is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data and the level of detail is very low. However, the extraction of death notice data and its conversion into a usable and accurate format requires a great deal of processing. The objective of this analysis is to assess the accuracy of published COVID-19 mortality statistics by comparing trends in mortality over the years 2014 to 2020 with both numbers of deaths recorded from 2020 to 2021 and the COVID-19 statistics. It compares number of deaths for the seven 13-month intervals: 1. Mar 2014 - Mar 2015 2. Mar 2015 - Mar 2016 3. Mar 2016 - Mar 2017 4. Mar 2017 - Mar 2018 5. Mar 2018 - Mar 2019 6. Mar 2019 - Mar 2020 7. Mar 2020 - Mar 2021 It focuses on the seventh interval which is when COVID-19 deaths have occurred. It combines an analysis of mortality trends with details on COVID-19 deaths. This is a fairly simplistic analysis that looks to cross-check COVID-19 death statistics using data from other sources. The subject of what constitutes a death from COVID-19 is controversial. This analysis is not concerned with addressing this controversy. It is concerned with comparing mortality data from a number of sources to identify potential discrepancies. It may be the case that while the total apparent excess number of deaths over an interval is less than the published number of COVID-19 deaths, the consequence of COVID-19 is to accelerate deaths that might have occurred later in the measurement interval. Accurate data is needed to make informed decisions. Clearly there are issues with Irish COVID-19 mortality data. Accurate data is also needed to ensure public confidence in decision-making. Where this published data is inaccurate, this can lead of a loss of this confidence that can exploited.
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...
Alan McSweeney
This analysis looks at the potential impact that large numbers of electric vehicles could have on electricity demand, electricity generation capacity and on the electricity transmission and distribution grid in Ireland. It combines data from a number of sources – electricity usage patterns, vehicle usage patterns, electric vehicle current and possible future market share – to assess the potential impact of electric vehicles. It then analyses a possible approach to electric vehicle charging where the domestic charging unit has some degree of decentralised intelligence and decision-making capability in deciding when to start vehicle charging to minimise electricity usage impact and optimise electricity generation usage. The potential problem to be addressed is that if large numbers of electric cars are plugged-in and charging starts immediately when the drivers of those cars arrive home, the impact on demand for electricity will be substantial.
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...
Alan McSweeney
This describes a structured approach to validating data used to construct and use an operational risk model. It details an integrated approach to operational risk data involving three components: 1. Using the Open Group FAIR (Factor Analysis of Information Risk) risk taxonomy to create a risk data model that reflects the required data needed to assess operational risk 2. Using the DMBOK model to define a risk data capability framework to assess the quality and accuracy of risk data 3. Applying standard fault analysis approaches - Fault Tree Analysis (FTA) and Failure Mode and Effect Analysis (FMEA) - to the risk data capability framework to understand the possible causes of risk data failures within the risk model definition, operation and use
Operational Risk Management Data Validation Architecture
Operational Risk Management Data Validation Architecture
Alan McSweeney
These notes describe a generalised data integration architecture framework and set of capabilities. With many organisations, data integration tends to have evolved over time with many solution-specific tactical approaches implemented. The consequence of this is that there is frequently a mixed, inconsistent data integration topography. Data integrations are often poorly understood, undocumented and difficult to support, maintain and enhance. Data interoperability and solution interoperability are closely related – you cannot have effective solution interoperability without data interoperability. Data integration has multiple meanings and multiple ways of being used such as: - Integration in terms of handling data transfers, exchanges, requests for information using a variety of information movement technologies - Integration in terms of migrating data from a source to a target system and/or loading data into a target system - Integration in terms of aggregating data from multiple sources and creating one source, with possibly date and time dimensions added to the integrated data, for reporting and analytics - Integration in terms of synchronising two data sources or regularly extracting data from one data sources to update a target - Integration in terms of service orientation and API management to provide access to raw data or the results of processing There are two aspects to data integration: 1. Operational Integration – allow data to move from one operational system and its data store to another 2. Analytic Integration – move data from operational systems and their data stores into a common structure for analysis
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...
Alan McSweeney
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions. The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown. The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Ireland 2019 and 2020 Compared - Individual Charts
Ireland 2019 and 2020 Compared - Individual Charts
Alan McSweeney
This describes the use of published death notices on the web site www.rip.ie as a substitute to officially published mortality statistics. This analysis uses data from RIP.ie for the years 2014 to 2020. Death notice information is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data.
Analysis of Irish Mortality Using Public Data Sources 2014-2020
Analysis of Irish Mortality Using Public Data Sources 2014-2020
Alan McSweeney
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions. The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown. The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Ireland – 2019 And 2020 Compared In Data
Ireland – 2019 And 2020 Compared In Data
Alan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile. Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities. The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps. The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function: 1. Information Technology Strategy, Management and Governance 2. Technology and Platforms Standards Development and Management 3. Technology and Solution Consulting and Delivery 4. Operational Run The Business/Business as Usual/Service Provision 5. Change The Business/Development and Introduction of New Services In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service. The following IT capability models have been evaluated: • IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components • European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies • ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices • COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes • APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes • IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities The following model has not been evaluated • Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Review of Information Technology Function Critical Capability Models
Review of Information Technology Function Critical Capability Models
Alan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function. IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles. This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model. The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain: • Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management • Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes • Design Chain Operations Reference model (DCOR) - Manages the product and service development processes • Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function: • IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities • Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills • European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies • ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil • COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
Critical Review of Open Group IT4IT Reference Architecture
Critical Review of Open Group IT4IT Reference Architecture
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Data Architecture for Solutions.pdf
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Solution Architecture and Solution Estimation.pdf
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Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...
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Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...
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Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...
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Ireland 2019 and 2020 Compared - Individual Charts
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Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows. We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases. This video focuses on the deployment of external web forms using Jotform for Bonterra Impact Management. This solution can be customized to your organization’s needs and deployed to support the common use cases below: - Intake and consent - Assessments - Surveys - Applications - Program registration Interested in deploying web form automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Web Form Automation for Bonterra Impact Management (fka Social Solutions Apri...
Web Form Automation for Bonterra Impact Management (fka Social Solutions Apri...
Jeffrey Haguewood
Repurposing LNG terminals for Hydrogen Ammonia: Feasibility and Cost Saving. A report by Poten & Partners as part of the Hydrogen Asia 2024 Summit in Singapore. Copyright Poten & Partners 2024.
Repurposing LNG terminals for Hydrogen Ammonia: Feasibility and Cost Saving
Repurposing LNG terminals for Hydrogen Ammonia: Feasibility and Cost Saving
Edi Saputra
In this talk, we are going to cover the use-case of food image generation at Delivery Hero, its impact and the challenges. In particular, we will present our image scoring solution for filtering out inappropriate images and elaborate on the models we are using.
"I see eyes in my soup": How Delivery Hero implemented the safety system for ...
"I see eyes in my soup": How Delivery Hero implemented the safety system for ...
Zilliz
Corporate and higher education. Two industries that, in the past, have had a clear divide with very little crossover. The difference in goals, learning styles and objectives paved the way for differing learning technologies platforms to evolve. Now, those stark lines are blurring as both sides are discovering they have content that’s relevant to the other. Join Tammy Rutherford as she walks through the pros and cons of corporate and higher ed collaborating. And the challenges of these different technology platforms working together for a brighter future.
Corporate and higher education May webinar.pptx
Corporate and higher education May webinar.pptx
Rustici Software
This Slide deck talk about how FHIR is being used in Ayushman Bharat Digital Mission (ABDM). It introduces the readers to ABDM and also to FHIR Documents paradigm. This is part of FHIR India community Basics learning initiative.
Introduction to use of FHIR Documents in ABDM
Introduction to use of FHIR Documents in ABDM
Kumar Satyam
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Apidays New York 2024 - APIs in 2030: The Risk of Technological Sleepwalk by ...
Apidays New York 2024 - APIs in 2030: The Risk of Technological Sleepwalk by ...
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AI in Action: Real World Use Cases by Anitaraj
AI in Action: Real World Use Cases by Anitaraj
Web Form Automation for Bonterra Impact Management (fka Social Solutions Apri...
Web Form Automation for Bonterra Impact Management (fka Social Solutions Apri...
Repurposing LNG terminals for Hydrogen Ammonia: Feasibility and Cost Saving
Repurposing LNG terminals for Hydrogen Ammonia: Feasibility and Cost Saving
"I see eyes in my soup": How Delivery Hero implemented the safety system for ...
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Corporate and higher education May webinar.pptx
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Introduction to use of FHIR Documents in ABDM
Introduction to use of FHIR Documents in ABDM
Apidays New York 2024 - APIs in 2030: The Risk of Technological Sleepwalk by ...
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Ict Vision And Strategy Development
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ICT Vision and
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Balancing Act
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Business Vision and
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Business and IT
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Vision, Strategy, Architecture
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IT Architecture Framework
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IT Process and
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