An executive presentation to get a buy-in from our executive team that describes its background, structure, the need for enterprise architecture, its current position, best practices, the need for standards, and a cost-benefit analysis, and what the organization must do to ensure its growth and sustain its business operations.
Heading down the road to an HCM 9.1 upgrade? Join us as we help you navigate your way to a successful installation with some tips & tricks from a PeopleSoft HCM project manager who has lived to tell the tale.
This webinar is designed to give you insights on successful project approaches, strategies and methodologies that should be adopted when facing some of the unique challenges and opportunities of the HCM 9.1 release.
The discussion will focus on the key new features of Human Resources, Benefits, Payroll modules in PeopleSoft 9.1 HCM and how these enable organizations to function better. Learn how these new features and functionality can be leveraged to maximize your ROI.
Come hear what real PeopleSoft HCM users are experiencing with their upgrade to Release
As the size of your development shop and organization grows, being able to align the needs of the business with technology grows ever-important. Having been involved with our company's Enterprise Architecture practice since the early days of its inception I have had the opportunity to grow with the team, which I now lead, and have seen what works - and what doesn't - for our organization. Regardless of whether you are part of a small startup shop or a 20,000 employee organization, there is a need for a focus on Enterprise Architecture.
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
Flexible Resources Project Management OfficeJason Carter
Flexible Resources provides experienced
programme directors according to your projects. Want to start a new business or planning to add some special sector to your existing one then we are here to support you with our programme directors to plan your programmes and successfully complete it.
Business Process Design and Re-engineeringMustafa Jarrar
Lecture slides by Mustafa Jarrar at Birzeit University, Palestine.
Course Title: Data and Business Process Modeling
See the course webpage and video lectures at: http://jarrar-courses.blogspot.com/2015/01/data-and-business-process-modelling.html
and http://www.jarrar.info
Heading down the road to an HCM 9.1 upgrade? Join us as we help you navigate your way to a successful installation with some tips & tricks from a PeopleSoft HCM project manager who has lived to tell the tale.
This webinar is designed to give you insights on successful project approaches, strategies and methodologies that should be adopted when facing some of the unique challenges and opportunities of the HCM 9.1 release.
The discussion will focus on the key new features of Human Resources, Benefits, Payroll modules in PeopleSoft 9.1 HCM and how these enable organizations to function better. Learn how these new features and functionality can be leveraged to maximize your ROI.
Come hear what real PeopleSoft HCM users are experiencing with their upgrade to Release
As the size of your development shop and organization grows, being able to align the needs of the business with technology grows ever-important. Having been involved with our company's Enterprise Architecture practice since the early days of its inception I have had the opportunity to grow with the team, which I now lead, and have seen what works - and what doesn't - for our organization. Regardless of whether you are part of a small startup shop or a 20,000 employee organization, there is a need for a focus on Enterprise Architecture.
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
Flexible Resources Project Management OfficeJason Carter
Flexible Resources provides experienced
programme directors according to your projects. Want to start a new business or planning to add some special sector to your existing one then we are here to support you with our programme directors to plan your programmes and successfully complete it.
Business Process Design and Re-engineeringMustafa Jarrar
Lecture slides by Mustafa Jarrar at Birzeit University, Palestine.
Course Title: Data and Business Process Modeling
See the course webpage and video lectures at: http://jarrar-courses.blogspot.com/2015/01/data-and-business-process-modelling.html
and http://www.jarrar.info
Governance and Management of Enterprise IT with COBIT 5 FrameworkGoutama Bachtiar
This courseware was designed for the training entitled 'Governance and Management of Enterprise IT with COBIT 5 Framework' with the objective of understanding COBIT 5 Framework as well as achieving IT Governance effectiveness using the respective framework.
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...Garth Knudson
As far back as 2004, JLT EB started using business process management (BPM) to streamline a limited set of business operations. Use was confined to about 30 people in a “model office”. During that same time period, JLT acquired Profund, a leading provider of pension administration software in the UK. Customers included both in-house and third-party administrators. Profund had seen opportunities to expand its pension fund administration solutions into specific areas of process automation while helping customers to simplify the overall user experience. Deciding to use the current BPM tool, the company developed outward facing solutions that rolled out to end customers in 2007. BPM usage at JLT EB and Profund grew to about 300 users.
Between 2007-2010, JLT made more than 20 acquisitions globally across the group. JLT EB operations quickly became highly complex, distributed and paper-based. Employees were handling millions of documents annually covering Pension Administration, Payroll, Defined Contributions, Actuarial, Health and Risk, among other requests. Processes treated more than 16 million workflow elements, 300+ million rows of table data and 15 million SharePoint documents. The BPM solution covers 14 active offices in Europe and India, off-shoring and massive amounts of regulations. The company knew that in order to continuing growing at the same speed while containing costs, it would have to do more with less.
JLT EB accomplished its goals of increased revenues with lower costs with continual investment in BPM. JLT EB has worked with BizFlow and used the BizFlow BPM software to streamline >200 processes. From an ROI standpoint, this work has provided a key business component, contributing to JLT EB’s growth in trading profit by 50% in the last financial year. Revenue growth is enabled by more flexible solutions that can be highly tailored to internal client needs as well as end-customer engagements. Cost cutting is enabled through the use of process automation tied together with effective scanning, document handling and rule-based routing. Paper is largely removed, deadlines hit, and governance accomplished.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Enterprise Architecture - An Introduction from the Real World Daljit Banger
The attached slides where presented at a BCS EA SIG organised event hosted by Deloitte in Edinburgh on the 24th April 2017.
Slide 7 is not rendered as I wish to protect the IP, however will publish soon
In a world of agile development and DevOps is architecture still relevant? Yes but having a lightweight approach that is compatible with an agile approach makes a lot of sense in the age of digital disruption.
I hope this introductory presentation to ITIL v3 Foundation exam will be very useful to the readers. The time one needs to spend on study depends upon one's experience with ITIL related practices in real world. Nonetheless, it is very simple study, but the exam questions may be trickier than expectation. So, focus on learning ITIL concepts rather than adding ITIL certificate to your resume.
References for the slides used from:
http://taruu.com/Documents/ITIL%20v3%20Foundation%20Study%20Guide%20v4.2.2.5.pdf
The Art of Service – ITIL v3 Foundation Complete Certification Kit (book and online course)
Skillport - IT Infrastructure Library (ITIL) v3 Foundation Syllabus v4.2 exam
2015 ITSMF USA Student Case CompetitionTarun Khatri
To define a service based delivery model, enabling the business units to pay per use for the services they need and IT to deliver the services at the speed of business
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Governance and Management of Enterprise IT with COBIT 5 FrameworkGoutama Bachtiar
This courseware was designed for the training entitled 'Governance and Management of Enterprise IT with COBIT 5 Framework' with the objective of understanding COBIT 5 Framework as well as achieving IT Governance effectiveness using the respective framework.
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...Garth Knudson
As far back as 2004, JLT EB started using business process management (BPM) to streamline a limited set of business operations. Use was confined to about 30 people in a “model office”. During that same time period, JLT acquired Profund, a leading provider of pension administration software in the UK. Customers included both in-house and third-party administrators. Profund had seen opportunities to expand its pension fund administration solutions into specific areas of process automation while helping customers to simplify the overall user experience. Deciding to use the current BPM tool, the company developed outward facing solutions that rolled out to end customers in 2007. BPM usage at JLT EB and Profund grew to about 300 users.
Between 2007-2010, JLT made more than 20 acquisitions globally across the group. JLT EB operations quickly became highly complex, distributed and paper-based. Employees were handling millions of documents annually covering Pension Administration, Payroll, Defined Contributions, Actuarial, Health and Risk, among other requests. Processes treated more than 16 million workflow elements, 300+ million rows of table data and 15 million SharePoint documents. The BPM solution covers 14 active offices in Europe and India, off-shoring and massive amounts of regulations. The company knew that in order to continuing growing at the same speed while containing costs, it would have to do more with less.
JLT EB accomplished its goals of increased revenues with lower costs with continual investment in BPM. JLT EB has worked with BizFlow and used the BizFlow BPM software to streamline >200 processes. From an ROI standpoint, this work has provided a key business component, contributing to JLT EB’s growth in trading profit by 50% in the last financial year. Revenue growth is enabled by more flexible solutions that can be highly tailored to internal client needs as well as end-customer engagements. Cost cutting is enabled through the use of process automation tied together with effective scanning, document handling and rule-based routing. Paper is largely removed, deadlines hit, and governance accomplished.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Enterprise Architecture - An Introduction from the Real World Daljit Banger
The attached slides where presented at a BCS EA SIG organised event hosted by Deloitte in Edinburgh on the 24th April 2017.
Slide 7 is not rendered as I wish to protect the IP, however will publish soon
In a world of agile development and DevOps is architecture still relevant? Yes but having a lightweight approach that is compatible with an agile approach makes a lot of sense in the age of digital disruption.
I hope this introductory presentation to ITIL v3 Foundation exam will be very useful to the readers. The time one needs to spend on study depends upon one's experience with ITIL related practices in real world. Nonetheless, it is very simple study, but the exam questions may be trickier than expectation. So, focus on learning ITIL concepts rather than adding ITIL certificate to your resume.
References for the slides used from:
http://taruu.com/Documents/ITIL%20v3%20Foundation%20Study%20Guide%20v4.2.2.5.pdf
The Art of Service – ITIL v3 Foundation Complete Certification Kit (book and online course)
Skillport - IT Infrastructure Library (ITIL) v3 Foundation Syllabus v4.2 exam
2015 ITSMF USA Student Case CompetitionTarun Khatri
To define a service based delivery model, enabling the business units to pay per use for the services they need and IT to deliver the services at the speed of business
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
“The organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the firm’s operating model.” [1]
“A conceptual blueprint that defines the structure and operation of an organization. The intent of an enterprise architecture is to determine how an organization can most effectively achieve its current and future objectives.”[2]
PECB Webinar: Aligning ITIL/ISO 20000 Service Design and TOGAF Enterprise Arc...PECB
Summary:
The ITIL Service Design stage specifies 8 key IT processes that organizations need to excel at, if they are to develop effective designs for their IT ecosystem.
TOGAF is an Enterprise Architecture Model that takes a holistic and integrated look at how architectures are conceptualized and implemented.
To get Service Design right means the individual/organizations has to have some sort of knowledge and experience in the use and adoption of TOGAF.
IT Projects go wrong in the Service Design stage and they further go wrong because they lack the rigor that an enterprise architecture brings into play.
In this webinar we will explore the following:
• The very heart of ITIL Service Design
• The 8 Design Process
• TOGAF Introduction
• Architecture Development Lifecycle
• IT Infrastructure and Application Design Issues
• The Link between Service Design, Enterprise Architecture and IT Implementation
Presenter:
Orlando is an Enterprise Architect and Programme Director with over 15 years’ experience in the field of Computing and Information Technology Consulting. He has an excellent technical background and has carried out Project Management, Service Management, Assurance, Advisory and System Integration Projects within SAP, Microsoft, Oracle, HP, Cisco and other solution areas of Information Technology. He has led more than 100 successful engagements for clients over the past 15 years. Orlando has developed various documentation for Enterprise Architecture, IT Service Management, CRM Implementation and Information Security. He has also trained over 2, 000 Professionals on (ITIL, TOGAF, Business Analysis, COBIT, CMMI, XBRL, ISO 20000, ISO 27001 and ISO 22301).
Enterprise Architecture for Communication Service ProvidersPritam Dey
Rapid technology improvements and elevated customer expectations are a given for the telecom industry. If you expect to grow and lead the competition, you must have a thorough understanding of your entire business from all angles and ensure that your technology is in sync with your business aspirations—all while keeping costs down. The way to achieve this is through Enterprise Architecture. It will take you down a path of innovation that will make you the leader in your market.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Creating an Agile Enterprise ArchitectureCognizant
With the proliferation of digital, the function of enterprise architecture is more critical than ever. Getting there requires a strong, agile enterprise architectural foundation that can embrace a fail-fast/fail-safe approach to the IT charter of stronger business alignment, while ensuring that services are delivered fast and friction-free to meet the needs of today’s dynamic business objectives.
Sabrion has a highly qualified team of retail/manufacturing process experts and IT consultants, supporting both short and long-term needs. Our FastForward implementation methodology to support PLM and Merchandise planning.
Project Management
PMI – Project Management Institute
PMBOK – Project Management Body of Knowledge
Agile – We utilize Agile, Scrum, and Extreme methodologies when appropriate
We are flexible to embrace the methodologies used by our customers an business partners
Retail/Manufacturing Business Process Re – Engineering
As-Is and To-Be Modeling, SIPOC, RACI, Impact Analysis, Standard Operating Procedures
Application Design, Development and Integration
UML – Unified Modeling Language
Open Internet and Standards, HTML5, CSS3, JQuery, Javascript, Web Frameworks
Application Architecture
Application Infrastructure Design – Virtualization, Cloud, Application Servers, Storage, Web DMZ
Global Network Design – LAN, WAN, MPLS, Reverse Proxy, CDN
Deployment Architecture – Dev, QA, Staging, Production
Using TOGAF to establish an SDLC Training CapabilityLouw Labuschagne
A major financial institution in South Africa initiated a Strategic Improvement Project within their Group Technology department to decrease development time, improve quality and improve collaboration by adopting an industry best-practice methodology and an integrated development toolset.
Our involved started when the project came under pressure to enable 1200 staff members, across the business, to use both tools and methodology on new product development projects.
Microsoft Dynamics AX Implementation Stabilization Case Studiesmeritweb
Learn about the risks, challenges, and best practices for implementing Microsoft Dynamics AX in enterprise manufacturing and supply chain environments. Hear about a couple of our Microsoft Dynamics AX implementation stabilization case studies.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
3. EDUCATIONAL CURVE INC. (ECI)
• Established 2014, with a vision to be a low-cost education service
provider
• Primary market niche:
• Immigrants
• International professionals seeking entry into Canadian market
• High school graduates
• Consists of 15 employees – administrators, teachers, advisors,
technical team, finance team, and management
4. CURRENT STRUCTURE
• Enterprise structure – currently fragmented (silos) with low level of
cohesion between departments
• Enterprise Architecture currently at Stage 1
• Mostly paper-based organization
• Limited website services – no service to enroll online established
• IT systems – currently minimal, using MS-Excel for record-keeping.
• No decision on standard software package to upgrade from MS-Excel
application
• Networking services on premises to connect to classrooms and conduct
payment services only
5. SERVICES OFFERED BY ECI
• Advisory Services
• Conducting 1 to 1 sessions for first level evaluation
• Credential Verification – evaluate and verify the credentials presented by a
student and offer options, and evaluate requirements for enrollment
• Gauge knowledge by conducting assessment test and evaluate level to pursue
• Registration Services
• Successful post-test evaluation results and manager’s approval required for
enrollment on desired program
• Payment Services
• Three types available – Cash, Credit, and Debit
7. LESSONS LEARNED
• Lack of standard software preventing seamless coordination of
business activities
• Excel application not a viable long-term solution for recording and managing
data
• Too many applications in premises do not coordinate and no integration
• Profits will not be realized and losses can be compounded
• ECI Inc. paper-based formats add to materials expenses, and business overhead
expenses cannot be tracked
• Business potential will be diminished
• Eg: ECI’s business strategy for long-term cannot be sustained without
coordinating current fragmented structure
8. LESSONS LEARNED
• ECI could become a target for takeover from competitors
• Given its market share for attracting new immigrants, students etc.
• Lack of IT strategy
• Organization is running only on Excel, which does not meet its long-term
business & IT strategy for growth
• ECI Inc. has no IT strategy in place to effectively deal with technological and
business changes
• Without it , it cannot support its current business model over the long-term
• Slow time to deliver services and decreasing operational efficiency
10. WHY DO ECI NEED ONE?
• “Enterprise Architecture when done properly is the critical instrument
for enterprise efficiency in short-, mid- and long-terms. EA impacts
the effect of the business operational processes, their cost and
associated risks– the key factors for company efficiency even at
tough times1”
11. WHY DO ECI NEED ONE?
• Ability to adapt to future changes in organization or market forces
• Changes in course offerings due to demand required by employers
• Changes in technology to outsource our billing functions, for example
• To eliminate or merge departments to reduce processing time
• Integrate existing Excel application with applications available from
external CRM vendors
• Allow the organization to reduce the impact of complete overhaul
• Allow to reduce time in learning new applications with merging existing
application with new application
12. WHY DO ECI NEED ONE?
• Faster delivery in our services and for expansion2
• Reducing the advisory process / assessment to registration time from days to hours
• Will allow to focus enterprise requirements2
• E.A will allow organization to keep track records of our needs and what resources
need allocation priority
• Reduce gaps and architecture conflicts2
• Conducting gap analysis of current situation and what requirements need to be
fulfilled
• Standards formed and allow to maintain consistency in E.A direction2
• E.A industry standards will allow to adhere to tried and true practices
13. WHY DO ECI NEED ONE?
• Preview of the current and future target enterprise architecture vision
• Current state of the organization will have to referenced against the future state
to eliminate gaps and view the benefits of possible adjustments to the
organization
• Reduce expenses and allow profits to grow
• Overhead expenses can be reduced through waste reduction and streamlining
process
• Capital can be saved and allow to invest in service improvement and expansion
• Security
• Allows ECI to follow the best practices of information security on how we
manage our data
15. FRAMEWORKS AND LANGUAGES
• “They provide principles and practices for creating and using the
architecture…It structures architects' thinking by dividing the
architecture description into domains, layers or views, and offers
models7”
• Many frameworks used by organizations
• Each framework has it strengths and weakness
• Common ones used by organizations -TOGAF and Zachman framework
• UML language most common – Activity diagram most useful to
comprehend
16. HOW FRAMEWORKS & LANGUAGES CAN HELP ECI’S
TARGET ARCHITECTURE?
• TOGAF ideal choice
• Industry standard wide use with 9 phases – from preliminary to implementation
• ECI’s mgt needs to assess their situation on the preliminary stage
• Mgt support is required to proceed with subsequent phases
• Proposed ECI target architecture compared against baseline (see Slides 19 & 20)
• Business requirement phase (process enhancement)
• CurrentAdvisory process and Registration Phase meld to one
• Business value could be registration and advisory time reduction
• Speeding up our services to meet the demand of student enrollments
• Information Systems architecture
• Excel applications and other applications in premises, and seeking alternatives to upgrade
• Technology architecture
• Assessing ECI’s networking structure
• IT dept. believes systems are capable to handle the transition. Major upgrades not required
17. HOW FRAMEWORKS & LANGUAGES CAN HELP
ECI’S TARGET ARCHITECTURE?
• Opportunities & Solutions phase
• Several options considered and vendors identified
• 1. Stay with existing model and continue as-is
• 2. Build-in house s/w to meet the ECI requirements
• 3. Seek external vendors that have experience and offer services types - Salesforce,WorkBooks, aGora (Slides 40-44)
• Migration Planning
• Education required to teach ECI employees to use a CRM system
• Phased strategy preferable within ECI to give time to users to understand the system (while utilising old and new methods)
• To keep operations running without business downtime
• Implementation Governance
• Ensure no scope creep occurs and all primary objectives are attainable
• All risks identified with relation to this proposed implementation
• Architecture Change Management
• New baseline structure by ECI will be created to serve as a benchmark for the next or any upgrades to future changes
• Vendors support will be required for the time being to ensure product works and meet or exceed ECI’s expectations and their business/IT
strategy
18. HOW FRAMEWORKS & LANGUAGES CAN HELP
ECI’S TARGET ARCHITECTURE?
• ECI a start-up organization
• No E.A consultant on-site and it is cost prohibitive at Stage 1 maturity level
• ECI’s IT personnel can assist in the process to help the organization
• E.A language –UML
• Use by IT personnel and can model organization structure, and internal constructs of
data structure of the current system
• Display results in an plain language the constructs of the diagram and the relations of the data
structures
19. CURRENT PROCESS STRUCTURE
ACTIVITY DIAGRAM - CURRENT ARCHITECTURE
StudentAdvisoryRegistrationPayment
Phase
Credential
Review
Student interviewed
by the Advisor
First Level
Approval provided
If NO,
then student
is not accepted
NO
YES
If YES, enrolment and program
selected
Test
Assessment test
results &
2nd
interview
Proceed to
assessment testing
Enrollment Setup
Request
Payment
Payment made to book a class
Payment accepted
and paid in full
Make
Payment
Receipt
Issued
Proceed to
class
20. PROPOSED PROCESS STRUCTURE
ACTIVITY DIAGRAM - PROPOSED ARCHITECTURE
Student
Advisory&
Registration
Payment
Phase
Enrollment
Setup
Student interviewed
And assessed
Approval provided
to enroll
Test
Proceed to
assessment testing
Credential Review &
Management
Approval
Request
Payment
Payment made to book a class
Payment accepted
and paid in full
Make
Payment
Receipt
Issued
Proceed to
class
22. WHY GOVERNANCE?
• To conduct ethical business decisions and builds trust that engenders
teamwork to pursue and achieve stretch goals3
• Good governance defines checks and balances that shape roles and
responsibilities3
• Sound governance requires education to reinforce a company’s
cultural standards3
• With effective training, risk issues can be resolved with minimal loss
to business
• Good governance equates to commitment to standards and creating
ethical behavior as a core competency3
23. HOW CAN GOVERNANCE HELP AT ECI?
• Following would be ideal
• Corporate Governance
• Ensuring legitimate practices are followed by employees as mandated by
management
• Example, following procedures on assessing students and approval must be given by
management prior to enrollment
• Reducing operational risk
• IT Governance
• IT team aligning with the business strategy to expedite technical operations4
• Metrics in place to measure performance of business4
• Example, how many total hours spent on advising and registration in 1 day? Or Is ECI
meeting its budgetary objectives?
24. HOW CAN GOVERNANCE HELP AT ECI?
• Data Governance
• Ensuring high-quality, secure, and reliable data for management to make
decisions
• Example, unadulterated data that has all the necessary student information to make
adjustments to curriculum or introduce new courses, Or, have proper security
procedures have been implemented to ensure data is secure from tampering?
• Excel security is inadequate, easily tampered, mistakes can be made to syntax
• Auto-error connection cumbersome and not always followed by users
• Administrators are not advanced users of Excel and lack skills to secure data
26. OVERSIGHT
• Critical to an organization and requires assessment at every stage
• Necessary to evaluate the changes required to be made to baseline
structure to create an ideal future solution
• E. Architect oversee the process to offer solutions and exceptions
(based on costs, time, weighing risks)
• Required in the process of RFP, RFQ, or RFI
• Vendors offers, services, costs, etc.
27. HOW OVERSIGHT CAN ASSIST ECI?
• Ensuring procedures will be followed when an implementation is completed
• RFI most preferred, shortest time for assessment and deployment requires
to be critiqued to see if it meet ECI requirements
• Ensuring the new software expedite ECI’s processes and expectations
• Employees adhering to the new standards and procedures
• Ensuring all requirements been noted to prevent scope creep in future
• Review the IT strategy if it aligns with our business strategy
• Is the E.A program bringing any benefits to the organization’s ROI?
• Are there any exceptions can be made to this project?
29. TRACEABILITY
• “Traceability is the means of capturing implementation and dependency
relationships in the model5.”
• Displays end to end relationships in diagrams – forwards or backwards
• Increases accuracy in modelling when requirements change
• Helps the information architect to ensure all of the constructs that have
developed have business meaning6
• Advises the coding team exactly how to transform the models provided
they have comprehensive set of tests which covers all aspects of the data6
• Assures senior stakeholders that all of the data requirements have been
met6
32. THE NEED FOR ENTERPRISE ARCHITECTURE TOOLS
• Several tools available in the market utilized by various firms
• Archimate / IBM Rational Rhapsody / Mega Suite, etc.
• Archi tool is free and can be used by IT personnel at no cost to ECI
• Diagrams created from scratch to plan, analyze and communicate architecture using simple drag
& drop interface8
• Various options available to utilize a particular language
• Organization and stakeholders will be given analytics about the metrics and insight to understand
where to focus time and resources8
• Displays a roadmap that visually describe the organisation’s architecture content over time8
• Can be customized to meet the requirements of the organization
• With the use of Archi – costs saved internally at ECI
• But vendor support required implement the structure created on application to support enterprise strategy
34. INDUSTRY BEST PRACTICES
• CharterYour EA Program10
• Develop (and Execute) a Communications Plan10
• Treat Each Iteration Like a Project10
• StartWith the Business Strategy and Obtain Business Sponsorship10
• Do the Future State Before theCurrent State10
• Be Pragmatic10
• Don't Forget Governance10
• Set Up a Measurement Program10
• Track EA Program Maturity10
• Pay as MuchAttention to Competencies as to Skills10
35. BEST PRACTICES ECI MUST FOLLOW
• ECI’s management
• Support must be provided at all times to the teams and employees
• Must remain committed in the long term to transform their business to reap business benefits
• A continuous program of change and maintenance is required to for ECI to achieve best results
• New rules of doing business that meet the industry standard, for e.g. data assurance need to be followed to
maintain data integrity
• Procedures of conducting ECI’s critical services need to be adhered
• Advisory and Registration procedures in the right manner need to be accomplished to ensure the right students are
enrolled
• Communicate to employees that training is essential for business to succeed to reap the benefits
• To reach the desired state. ECI mgt must envision what would possible state would they like to be in to
maximize its potential
• Governance is essential, all processes, procedures, business activities, and IT activities must be adhere to
strict to full the organization’s strategy
• Metrics: How long a process of enrolling students take in the new system? How many students can we enroll
in 1 hour / 1 day compared to old process?
36. PATTERNS ECI CAN FOLLOW
• Custom-built not feasible for a start-up organization
• COTS (Commercial off-the-shelf) solution
• Common standard
• ECI can seek a 3rd party vendor to upgrade the application from Excel
• Cost advantageous
• ECI can offer to purchase at a minimal cost than if custom-built and has fast deployment time
• Cloud Solution
• Gaining pattern of companies moving to this direction
• Can work with existing hardware, thereby reducing capital costs
• Streamline the existing processes and conducting operations in less time
• Accessibility
• Improves accessibility for management and students to access reports or access grades, respectively, at
anytime, anywhere
38. BENEFITS OF HAVING A STANDARDS BASED ENTERPRISE
• Commitment to quality
• Processing / Data Quality / Security / Service
• Meeting SLA’s on time, and most possibly same-day SLA
• Security on all formats will be enable trust in the organization
• Adhering to one type of technology will enable to focus on a single software and minimize
costs to upgrades
• Reducing business risk
• Business continuity managed by enabling backups or conducting audit to ensure all
procedure are followed
• Improves business performance
• Enabling cost control and cost savings, thereby more capital saved for future
investments or projects
39. BENEFITS OF HAVING A STANDARDS BASED ENTERPRISE
• Increased market share
• Trust in the organization will expand, more business organizations will interact with
firms to expand their operations. For e.g. banks will provide loans to a trusted
organization, technology companies will or may provide discount for purchases
• Customer satisfaction
• Satisfied customers will do more business with the organization, and reputation will
grow
• Access to new markets
• New markets will be ripe for expansion and will allow business to grow and attract
clients from non-standard adherent organizations
• Improves efficiency and productivity in business operations
41. COST-BENEFIT ANALYSIS
• Vendor 1: SalesForce – provides Cloud-based option
• All relevant features and a few similar features to current process
such as the coaching feature
Salesforce Cost per user
Enterprise Edition $30/user per month
1:1 coaching feature included (desirable for
ECI) and related features 7.5/user per month
Total *$2250 US
Assuming 5 users to using this service
[(30*5*12)]+[7.5*5*12] $3047 CDN
Source: http://www.salesforce.org/highered_product/sales-cloud/
42. COST-BENEFIT ANALYSIS
• Vendor 2:WorkBooks –Web-based CRM
• Myriad features available; however, nothing specific required for ECI
WorkBooks Costs
Price per User
WorkBooks CRM Pro Option (10GB Storage)* $600.00 / year
Microsoft Outlook Connector $78.00/ year
System Admin Training course $1,400.00
*Security features, Audit, Multi--currency and
Multi-Company options $2,078.00 / year U.S
Total $2,814.00 / year CDN
Assuming 5 users in company to use this
service $14,070 / year CDN
Source: http://www.workbooks.com/sites/default/files/image/Price%20Nov%2014%20-%20USD_0.PDF
43. COST-BENEFIT ANALYSIS
• Vendor 3: aGora - provides Cloud-based and PC based options
• Myriad features available; specific features available for ECI
aGora Cost per user
Cloud Option
Gold Professional Option $98.00*/m
Additional user / month $7.50
Relevant Features included in Gold Option
Total per year $1,446.00/ year
*98 for 2 users/month (initial) and 7.5 per additional
user/(month)
aGora Desktop Option
Gold Option $28 */m
Additional user $3.42
All relevant features included
Total per year
$459.12 / year*
US
*28 for 2 users/mth (initial) and 3.42 per
additional user/(mth)
(28*12) + [(3.42*3users)*12months)] $621.88 CDN
Source: https://www.agora-erp.com/ca/pricing/pricingdesktop and https://www.agora-erp.com/ca/pricing/pricingcloud
44. RECOMMENDATIONS
• As a cost-conscious organization and with limited funds for a start-up
organization
• Best option would be aGoraCRM (Desktop Option)
• Has 24*7 online support
• Expandable to many users with additional fee
• Specializes in educational centres – a perfect fit for ECI
• Extendable with other modules and will provide cost efficiency solutions for ECI
45. REFERENCES
• 1) Ivanov, K. Why Companies Do Need Enterprise Architecture at Downturn? (June 14, 2009) http://www.ariscommunity.com/users/koiv/2009-06-14-why-
companies-do-need-enterprise-architecture-downturn
• 2) Absence of EA and Risks. Enterprise Architect. http://www.enterprisearchitects.eu/ea/riskswithoutea
• 3) Stephens, J. B. Companies Need Sound Governance. February 2014.
http://www.nationaldefensemagazine.org/archive/2014/February/pages/CompaniesNeedSoundGovernance.aspx
• 4) Schwartz, K.D. IT Governance Definition and Solutions. (May 22, 2007). http://www.cio.com/article/2438931/governance/it-governance-definition-and-
solutions.html?page=2
• 5) Sparx Systems. Traceability in EA. http://www.sparxsystems.com/resources/traceability.html
• 6) Mun, Almira. SCS-3105 Enterprise Architecture Development and Governance - Information Architecture. PowerPoint slide 19
• 7) Enterprise Architecture framework. https://en.wikipedia.org/wiki/Enterprise_architecture_framework
• 8) Corso: From Ideas to Delivery. http://www.corso3.com/enterprise-architecture
• 9) Lapkin, A. Ten Best Practices of EA. Gartner Enterprise Architecture Summit 2007. http://www.btmg.biz/EA_Kitty3/Documents/Gartner/Gartner9.pdf