The business selects the IT organization as a provider, but that means the organization must be a producer. Production for business has the same four bases today that it always has had. Today's necessary agility must be produced from those bases.
This notebook illustrates how confusion and disagreement about ITIL's status as a Knowledge Type and Tool Type is cleared up in a simple way if approached in an architect's perspective, making it more readily understood by Business Decision makers.
The document discusses an enterprise architecture strategy with five key elements:
1. Customer relationship management and data integration
2. People, process, governance and a technical integration framework
3. Analytics, business intelligence, data quality, and master data management
4. Enterprise performance management with operational and analytical requirements
5. Integration across business processes, locations, applications, and data
installed manager seeking to develop an IS
strategy would ask:
Which process can we follow to develop an IS
strategy?
How can we ensure that the IS strategy supports the
business strategy?
What analysis tools are available to assess current
use of IS within the organisation and its environment
and formulate IS strategy?
Where should we locate the IS function and to what
extent should some services be outsourced?
Comparison of it governance framework-COBIT, ITIL, BS7799Meghna Verma
COBIT, ITIL, and ISO/IEC 27001 are frameworks for IT governance, service management, and information security respectively. COBIT provides IT processes, goals, and metrics for governance and was created by ISACA. ITIL provides best practices for managing IT services and was created by the UK government. ISO/IEC 27001 specifies requirements for an information security management system and was created by the International Organization for Standardization. While each framework addresses different aspects, they are complementary and organizations often use a combination to ensure IT supports business needs, services are effectively managed, and information security is maintained.
The document lists several distinguished fellows and their affiliations in enterprise architecture. It then discusses the development of the IT Architecture Body of Knowledge (ITABoK) which was informed by focus groups, a 7000 member survey, and asset creation. The document outlines the ITABoK framework which includes 5 pillars (human dynamics, design, quality attributes, IT environment, business technology strategy) and several specializations.
Introduction to Enterprise ArchitectureMohammed Omar
what is Enterprise Architecture
Enterprise Architecture Life-cycle
Enterprise Architecture benefits
Enterprise Architecture challenges
EA driven approach for IT strategy
Enterprise Architecture frameworks
Why do we Need Enterprise Architecture
The document discusses establishing an architecture governance framework. It recommends forming an Architecture Board to align IT with business strategy and goals. The Board would include business and IT stakeholders to provide market context, prioritize needs, and enforce compliance. The Board's roles would include developing architectural principles, reviewing projects, and managing changes. Next steps outlined establishing templates, principles, gathering current architectures, and defining business requirements.
The ADD is acronym of Assess, Design and Deliver. This is a model, not a framework, that describes how the ITIL consultancy delivers not dictates the consultants to follow. As of the ITIL is a best practices framework, its implementation will vary from organization to another, that keep the consultancy project success ties with delivery approach. So, I tried to put a holistic model starting with assessment through design till delivery.
This notebook illustrates how confusion and disagreement about ITIL's status as a Knowledge Type and Tool Type is cleared up in a simple way if approached in an architect's perspective, making it more readily understood by Business Decision makers.
The document discusses an enterprise architecture strategy with five key elements:
1. Customer relationship management and data integration
2. People, process, governance and a technical integration framework
3. Analytics, business intelligence, data quality, and master data management
4. Enterprise performance management with operational and analytical requirements
5. Integration across business processes, locations, applications, and data
installed manager seeking to develop an IS
strategy would ask:
Which process can we follow to develop an IS
strategy?
How can we ensure that the IS strategy supports the
business strategy?
What analysis tools are available to assess current
use of IS within the organisation and its environment
and formulate IS strategy?
Where should we locate the IS function and to what
extent should some services be outsourced?
Comparison of it governance framework-COBIT, ITIL, BS7799Meghna Verma
COBIT, ITIL, and ISO/IEC 27001 are frameworks for IT governance, service management, and information security respectively. COBIT provides IT processes, goals, and metrics for governance and was created by ISACA. ITIL provides best practices for managing IT services and was created by the UK government. ISO/IEC 27001 specifies requirements for an information security management system and was created by the International Organization for Standardization. While each framework addresses different aspects, they are complementary and organizations often use a combination to ensure IT supports business needs, services are effectively managed, and information security is maintained.
The document lists several distinguished fellows and their affiliations in enterprise architecture. It then discusses the development of the IT Architecture Body of Knowledge (ITABoK) which was informed by focus groups, a 7000 member survey, and asset creation. The document outlines the ITABoK framework which includes 5 pillars (human dynamics, design, quality attributes, IT environment, business technology strategy) and several specializations.
Introduction to Enterprise ArchitectureMohammed Omar
what is Enterprise Architecture
Enterprise Architecture Life-cycle
Enterprise Architecture benefits
Enterprise Architecture challenges
EA driven approach for IT strategy
Enterprise Architecture frameworks
Why do we Need Enterprise Architecture
The document discusses establishing an architecture governance framework. It recommends forming an Architecture Board to align IT with business strategy and goals. The Board would include business and IT stakeholders to provide market context, prioritize needs, and enforce compliance. The Board's roles would include developing architectural principles, reviewing projects, and managing changes. Next steps outlined establishing templates, principles, gathering current architectures, and defining business requirements.
The ADD is acronym of Assess, Design and Deliver. This is a model, not a framework, that describes how the ITIL consultancy delivers not dictates the consultants to follow. As of the ITIL is a best practices framework, its implementation will vary from organization to another, that keep the consultancy project success ties with delivery approach. So, I tried to put a holistic model starting with assessment through design till delivery.
COBIT 5 IT Governance Model: an Introductionaqel aqel
This lecture provides quick and direct insight about Information technologies governance using COBIT 5 framework. COBIT 5 in its fifth edition released by information systems audit and control association (www.isaca.org) in 2012 to supersede the version 4.1 / 2007. It also included ISACA’s VAL-IT model that aimed to manage the financial perspective of IT as well as RISK-IT framework.
The lecture was part of ISACA- Riyadh chapter activities in April 2015 under the sponsorship of Al-Fisal University.
The document describes the different levels of maturity for an enterprise architecture (EA) program. It provides details on key dimensions at each level including stakeholders, team resources, development processes, integration, and perceptions. The levels progress from initial, where no formal EA exists, to optimizing, where EA is highly mature and integrated across the organization.
Capability assessment of IT Governance using COBIT 4 Process Assessment Model (PAM). Presented for Information System Department, Universitas Bakrie - Indonesia
The document discusses several frameworks for IT governance - COBIT, ITIL, and Val IT. It describes the key components and benefits of each framework. COBIT focuses on controls and metrics for IT processes, while ITIL provides guidance on service delivery and support. Using the frameworks together can provide a comprehensive approach to IT governance that establishes what should be done as well as how.
A versatile workshop program that results in strong stakeholder ownership. Modules cover strategic planning, product development, process design, issue resolution, action planning, requirements analysis and quality review.
Multi-day workshop programs involving 12 - 16 participants in a single session with over 100 stakeholders participating across sessions.
Understanding and Applying The Open Group Architecture Framework (TOGAF)Nathaniel Palmer
TOGAF is a framework for enterprise architecture developed and supported by The Open Group. It provides best practices for developing architectures and includes components such as the Architecture Development Method, reference models and a resource base. The latest version, TOGAF 8, focuses on aligning architecture with business needs and making TOGAF easier to use. TOGAF certification and training are available for individuals and organizations.
The document discusses the need to establish architecture as a well-defined profession through organizations like IASA. It outlines IASA's efforts over the last 10 years to advance architecture excellence by developing a common body of knowledge, specializations, certification levels, and education programs. The document recommends that professionals interested in architecture join IASA to assess their skills, pursue training and certifications, and help advance the profession to higher standards through individual efforts and by bringing architecture practices to their companies.
1. COBIT 5 uses a goals cascade approach to translate stakeholder needs into enterprise goals, IT-related goals, and enabler goals. This helps ensure alignment between enterprise needs, IT solutions, and services.
2. The goals cascade involves four steps: (1) stakeholder needs influence stakeholder drivers, (2) stakeholder needs cascade to enterprise goals, (3) enterprise goals cascade to IT-related goals, and (4) IT-related goals cascade to enabler goals like processes and organizational structures.
3. An example shows an enterprise prioritizing customer satisfaction. This raises the priority of related enterprise goals, which then cascade to select key IT-related goals for improvement
What is the Value of Mature Enterprise Architecture TOGAFxavblai
This document summarizes the key points made by Judith Jones, CEO of Architecting the Enterprise, in her presentation at the Telelogic Conference on November 4th 2008 about the value of mature enterprise architecture. She discusses how enterprise architecture exists within every organization and affects its efficiency and effectiveness. It is not optional. She outlines TOGAF as the industry standard architecture framework and how it provides best practices and professionalism. Mature enterprise architecture helps organizations get work done quicker, reduce risks, and lower running costs, demonstrating its business value.
Enterprise Architecture - An Introduction from the Real World Daljit Banger
This document provides an overview of enterprise architecture. It begins with an agenda for the overview presentation. It then discusses several public architectural frameworks that can provide guidance. Next, it explains that enterprise architecture aims to align an organization's technology landscape with its strategic goals. It provides an example of how enterprise architecture could help ensure compliance with new privacy regulations. The document outlines the typical products and deliverables of an enterprise architecture practice, including various types of models, assessments, roadmaps and more. It discusses the roles and responsibilities of enterprise architects, solution architects and technical architects. Finally, it emphasizes that enterprise architecture realization depends on the specific organization and is supported by frameworks, patterns and best practices.
The document discusses software architecture, including its definition, types of architectures, views, and documentation. It defines software architecture as the fundamental organization of a system, including its components, relationships, and design principles. The document outlines different types of architectures like business, technical, and enterprise architectures. It also discusses common architecture views used in frameworks like RUP, RM-ODP, and DODAF. Finally, it covers architecture documentation and modeling techniques.
This article discusses how enterprise architecture can better support business outcomes by taking a data-driven approach. It emphasizes understanding stakeholder needs, focusing on future state and desired outcomes over exhaustive current state modeling, and ensuring architecture data is easily accessible and tailored to different audiences. The rise of digital business, IoT, and APIs means data may no longer be fully controlled internally, so enterprise architects and data managers must work closely together to coordinate data modeling efforts and address issues like data quality, security, and packaging data into new digital products. Socializing architecture efforts across IT groups can increase adoption of architecture as a decision-making tool.
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
Practical Goal Modeling for Enterprise ChangeContext: A Problem StatementDr.-Ing. Sagar Sunkle
Modern enterprise need to rapidly respond to changes. Goal modeling techniques are intuitive mechanisms that help in modeling and analyzing rationale behind enterprise's response to change. In spite of their intuitiveness, there are several challenges that need to be addressed for their practical adoption and application. We present a problem statement based on real world case study and possible ways in which these challenges can be addressed.
This is the deck of a webinar that I presented at the OpenGroup. The focus of this webinar is on the challenge of using these standards in practice to build a strong architecture capability in organizations.
A tailored enterprise architecture maturity modelPaul Sullivan
The document describes a tailored maturity model for enterprise architecture (EA). It reviews several existing EA maturity models and proposes a 5-level model based on the TOGAF and Gartner ITScore models. The levels are: Initial, Developing, Defined, Managed, and Optimized. At each level, the model specifies how EA should interact with and provide value to the business, IT leadership, and other organizational functions.
This document discusses challenges that organizations face when implementing ITIL (Information Technology Infrastructure Library) frameworks. It identifies eight key sources of challenges: 1) lack of senior management commitment, 2) difficulties managing organizational changes, 3) implementing the wrong scope, 4) insufficient competency of IT staff, 5) poor project methodology and governance, 6) weak management of communication, 7) failure to consider all stakeholders, and 8) low quality of any consultancy firms involved. The document provides examples and explanations for how each of these challenge sources can negatively impact an ITIL implementation project.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This short document promotes creating presentations using Haiku Deck on SlideShare. It encourages the reader to get started making their own Haiku Deck presentation by providing a button to click to begin the process. In just one sentence, it pitches the idea of using Haiku Deck on SlideShare to create presentations.
Este documento proporciona las predicciones y recomendaciones para varios juegos de béisbol de las Grandes Ligas de este jueves. Incluye los lanzadores probables, sus estadísticas recientes y notas sobre jugadores clave para cada equipo. El autor recomienda apostar por los Marineros de Seattle, los Indios de Cleveland y los Cardenales de San Luis, basándose en las estadísticas pasadas de los lanzadores y el rendimiento reciente de los equipos.
COBIT 5 IT Governance Model: an Introductionaqel aqel
This lecture provides quick and direct insight about Information technologies governance using COBIT 5 framework. COBIT 5 in its fifth edition released by information systems audit and control association (www.isaca.org) in 2012 to supersede the version 4.1 / 2007. It also included ISACA’s VAL-IT model that aimed to manage the financial perspective of IT as well as RISK-IT framework.
The lecture was part of ISACA- Riyadh chapter activities in April 2015 under the sponsorship of Al-Fisal University.
The document describes the different levels of maturity for an enterprise architecture (EA) program. It provides details on key dimensions at each level including stakeholders, team resources, development processes, integration, and perceptions. The levels progress from initial, where no formal EA exists, to optimizing, where EA is highly mature and integrated across the organization.
Capability assessment of IT Governance using COBIT 4 Process Assessment Model (PAM). Presented for Information System Department, Universitas Bakrie - Indonesia
The document discusses several frameworks for IT governance - COBIT, ITIL, and Val IT. It describes the key components and benefits of each framework. COBIT focuses on controls and metrics for IT processes, while ITIL provides guidance on service delivery and support. Using the frameworks together can provide a comprehensive approach to IT governance that establishes what should be done as well as how.
A versatile workshop program that results in strong stakeholder ownership. Modules cover strategic planning, product development, process design, issue resolution, action planning, requirements analysis and quality review.
Multi-day workshop programs involving 12 - 16 participants in a single session with over 100 stakeholders participating across sessions.
Understanding and Applying The Open Group Architecture Framework (TOGAF)Nathaniel Palmer
TOGAF is a framework for enterprise architecture developed and supported by The Open Group. It provides best practices for developing architectures and includes components such as the Architecture Development Method, reference models and a resource base. The latest version, TOGAF 8, focuses on aligning architecture with business needs and making TOGAF easier to use. TOGAF certification and training are available for individuals and organizations.
The document discusses the need to establish architecture as a well-defined profession through organizations like IASA. It outlines IASA's efforts over the last 10 years to advance architecture excellence by developing a common body of knowledge, specializations, certification levels, and education programs. The document recommends that professionals interested in architecture join IASA to assess their skills, pursue training and certifications, and help advance the profession to higher standards through individual efforts and by bringing architecture practices to their companies.
1. COBIT 5 uses a goals cascade approach to translate stakeholder needs into enterprise goals, IT-related goals, and enabler goals. This helps ensure alignment between enterprise needs, IT solutions, and services.
2. The goals cascade involves four steps: (1) stakeholder needs influence stakeholder drivers, (2) stakeholder needs cascade to enterprise goals, (3) enterprise goals cascade to IT-related goals, and (4) IT-related goals cascade to enabler goals like processes and organizational structures.
3. An example shows an enterprise prioritizing customer satisfaction. This raises the priority of related enterprise goals, which then cascade to select key IT-related goals for improvement
What is the Value of Mature Enterprise Architecture TOGAFxavblai
This document summarizes the key points made by Judith Jones, CEO of Architecting the Enterprise, in her presentation at the Telelogic Conference on November 4th 2008 about the value of mature enterprise architecture. She discusses how enterprise architecture exists within every organization and affects its efficiency and effectiveness. It is not optional. She outlines TOGAF as the industry standard architecture framework and how it provides best practices and professionalism. Mature enterprise architecture helps organizations get work done quicker, reduce risks, and lower running costs, demonstrating its business value.
Enterprise Architecture - An Introduction from the Real World Daljit Banger
This document provides an overview of enterprise architecture. It begins with an agenda for the overview presentation. It then discusses several public architectural frameworks that can provide guidance. Next, it explains that enterprise architecture aims to align an organization's technology landscape with its strategic goals. It provides an example of how enterprise architecture could help ensure compliance with new privacy regulations. The document outlines the typical products and deliverables of an enterprise architecture practice, including various types of models, assessments, roadmaps and more. It discusses the roles and responsibilities of enterprise architects, solution architects and technical architects. Finally, it emphasizes that enterprise architecture realization depends on the specific organization and is supported by frameworks, patterns and best practices.
The document discusses software architecture, including its definition, types of architectures, views, and documentation. It defines software architecture as the fundamental organization of a system, including its components, relationships, and design principles. The document outlines different types of architectures like business, technical, and enterprise architectures. It also discusses common architecture views used in frameworks like RUP, RM-ODP, and DODAF. Finally, it covers architecture documentation and modeling techniques.
This article discusses how enterprise architecture can better support business outcomes by taking a data-driven approach. It emphasizes understanding stakeholder needs, focusing on future state and desired outcomes over exhaustive current state modeling, and ensuring architecture data is easily accessible and tailored to different audiences. The rise of digital business, IoT, and APIs means data may no longer be fully controlled internally, so enterprise architects and data managers must work closely together to coordinate data modeling efforts and address issues like data quality, security, and packaging data into new digital products. Socializing architecture efforts across IT groups can increase adoption of architecture as a decision-making tool.
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
Practical Goal Modeling for Enterprise ChangeContext: A Problem StatementDr.-Ing. Sagar Sunkle
Modern enterprise need to rapidly respond to changes. Goal modeling techniques are intuitive mechanisms that help in modeling and analyzing rationale behind enterprise's response to change. In spite of their intuitiveness, there are several challenges that need to be addressed for their practical adoption and application. We present a problem statement based on real world case study and possible ways in which these challenges can be addressed.
This is the deck of a webinar that I presented at the OpenGroup. The focus of this webinar is on the challenge of using these standards in practice to build a strong architecture capability in organizations.
A tailored enterprise architecture maturity modelPaul Sullivan
The document describes a tailored maturity model for enterprise architecture (EA). It reviews several existing EA maturity models and proposes a 5-level model based on the TOGAF and Gartner ITScore models. The levels are: Initial, Developing, Defined, Managed, and Optimized. At each level, the model specifies how EA should interact with and provide value to the business, IT leadership, and other organizational functions.
This document discusses challenges that organizations face when implementing ITIL (Information Technology Infrastructure Library) frameworks. It identifies eight key sources of challenges: 1) lack of senior management commitment, 2) difficulties managing organizational changes, 3) implementing the wrong scope, 4) insufficient competency of IT staff, 5) poor project methodology and governance, 6) weak management of communication, 7) failure to consider all stakeholders, and 8) low quality of any consultancy firms involved. The document provides examples and explanations for how each of these challenge sources can negatively impact an ITIL implementation project.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This short document promotes creating presentations using Haiku Deck on SlideShare. It encourages the reader to get started making their own Haiku Deck presentation by providing a button to click to begin the process. In just one sentence, it pitches the idea of using Haiku Deck on SlideShare to create presentations.
Este documento proporciona las predicciones y recomendaciones para varios juegos de béisbol de las Grandes Ligas de este jueves. Incluye los lanzadores probables, sus estadísticas recientes y notas sobre jugadores clave para cada equipo. El autor recomienda apostar por los Marineros de Seattle, los Indios de Cleveland y los Cardenales de San Luis, basándose en las estadísticas pasadas de los lanzadores y el rendimiento reciente de los equipos.
Παρουσίαση πρότασης χρηματοδότησης μιας προεκλογικής εκστρατείας στα πλαίσια του ΜΠΣ Επικοινωνία και νέα Δημοσιογραφία του Ανοικτού Πανεπιστημίου Κύπρου
El documento contiene la información de identificación de una persona. Proporciona el nombre completo de Andrés Camilo Prieto González y su número de identificación 138188.
Amazon recently introduced two new storage and computing services that could fundamentally change how companies provision equipment for e-commerce and high-performance computing. The services provide on-demand, utility-based access to storage and computing resources without the need for customers to purchase and manage their own physical servers and storage infrastructure.
Este documento presenta la resolución de una ecuación matricial BXA = C, donde C es la adjunta de B y B es la adjunta de una matriz triangular superior A dada. La solución es que la matriz X es igual al determinante de A multiplicado por A elevado al cuadrado.
An innovation must provide convenience in order to be adopted. Convenience exists when an experience aligns with expectations across personal, group, and market perspectives. For an innovation to succeed, it must generate experiences that correspond to the desired goals and preferred experiences of users in each perspective. Failing to enable this correspondence leads to inconvenience and failure of adoption. Managing expectations is crucial to avoid hype and disappointment that can undermine adoption.
La relación T definida sobre el producto cartesiano A x B es de equivalencia si R y S son relaciones de equivalencia en A y B respectivamente. La clase de equivalencia [(m,n)] de un elemento (m,n) pertenece a A x B es el producto cartesiano de las clases de equivalencia [m] de A y [n] de B. Por lo tanto, el conjunto cociente de la relación T es {[m] x [n] | (m,n) pertenece a A x B}.
This document discusses data visualization from both personal and corporate perspectives. It provides examples of how Disney and Apple use data visualization technologies like MagicBands and the iWatch for business purposes. The document also outlines some common data visualization tools used by companies for business intelligence, as well as security measures taken to protect against hackers. Basic examples are given of how individuals can implement personal data visualization using free online tools.
IBM has a long history of virtualization leadership dating back to the 1960s. PowerVM is IBM's hypervisor for Power Systems servers that provides logical partitioning (LPARs), dynamic LPAR (DLPAR), CPU and memory sharing, and I/O virtualization through Virtual I/O Servers (VIOS). PowerVM allows clients to consolidate workloads and optimize hardware resource utilization.
This document describes new makeup products from Yves Saint Laurent including a liquid lipstick that combines the benefits of lipstick, lip gloss, and lip stain, a lip and cheek tint called Rouge Volupte Duo that has a melting texture and fresh pop of color, and an updated Touche Eclat concealer and highlighter that serves dual purposes. It also shares a quote from Yves Saint Laurent about the color gold being a magic color that reflects woman.
The document discusses the evolution of the human resources (HR) function over time from the early 1900s to the present. It covers the transition from welfare officers focused on employee care, to personnel managers during World Wars I and II focused on recruitment and training, to industrial relations specialists from 1945-1979 negotiating with unions, to compliance officers from 1980-2000 ensuring policy adherence, to today's strategic HR focused on improving business efficiency and acting as a strategic partner. The HR role has shifted from administrative to more transformational, focusing on areas like organizational development, performance management, and cultural change to help organizations achieve their objectives.
VMworld 2015: The Future of Software- Defined Storage- What Does it Look Like...VMworld
The document discusses the future of software-defined storage in 3 years. It predicts that storage media will continue to advance with higher capacities and lower latencies using technologies like 3D NAND and NVDIMMs. Networking and interconnects like NVMe over Fabrics will allow disaggregated storage resources to be pooled and shared across servers. Software-defined storage platforms will evolve to provide common services for distributed data platforms beyond just block storage, with advanced data placement and policy controls to optimize different workloads.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
An overview of liferay portal.
The outline is:
1.> Review Liferay Portal
– Enterprise Layer
– Extensions Framework
– Logical Architecture of Liferay
– Service layer
– Service Builder
– Web services
– Persistence Layer
– User Management: Organization, Site, User, Roles, Groups
2.> Out of the box features
– Document and Media Library
• Image Management
• Document Management
– Web Content Management
– Asset, Tagging, and Categorization
I apologize, upon reviewing the document I do not feel comfortable generating a summary without the full context and intended purpose of the original work. Direct quotes or significant paraphrasing from copyrighted content would not be appropriate without permission.
Make IT work to achieve Business Gain. We breakdown the needs for a winning architecture technique with a template example based approach. Feel free to reach out to and if more details are required or you have an opportunity to explore
The document discusses how agile practices are becoming essential for organizations to operate successfully in today's rapidly changing business environment. It defines what it means to be agile, focusing on flexibility, autonomous work cells, transparency of investments and accountability of execution. The trends driving agility include globalization, cloud services, mobility, social media and the need for faster decision making. Building an agile organization requires competencies like collaboration, transparency of investments and accountability. It also discusses the social business practices involved in planning for business through identifying opportunities and targeting investments, and monitoring operations through agreements and benefits realization.
The document discusses several topics related to business process reengineering and IT solutions. It describes key indicators that an IT vendor solution may be best for implementing business process reengineering, such as dysfunctionality in the current system. It also discusses the key strengths of service-oriented architectures for modern businesses, including modularity, reusability, and self-contained services. Additionally, it describes how tools like environmental analysis, SWOT analysis, value chain analysis, and business strategy choice can influence business process reengineering and provides examples. Standards for measuring organizational performance and information systems functions are also rated.
hallo guys , hope so you like my presentations, if you want something new please tell me in comments & your comments are very imported to me. thank you
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
How Evolven Blended Analytics Is Helping to Transform IT Efficiency and ValueEvolven Software
This report will examine more closely how and why blended analytics adds value. It will also introduce Evolven’s distinctive analytics capability in context with a deployment interview showing strong benefits in change, performance, and in particular, in facilitating a DevOps initiative through superior levels of insight and automation.
O futuro de TI passa por compreender a transformação digital dos negócios e qual papel ela deve se desempenhar neste novo cenário cada vez mais próximo. A resposta para esta transformação passa pela Arquitetura Corporativa (EA).
This document discusses the limitations of continuous improvement programs and introduces the KT Step Change model as a complementary approach. It argues that while continuous improvement is necessary, it typically only provides incremental gains and is not a source of competitive advantage. The KT Step Change model is a three-phase approach involving diagnosis, implementation, and sustainability. The diagnosis phase gathers both qualitative and quantitative data to understand performance gaps and prioritize projects that will provide strategic value and transformational change. The model aims to identify initiatives that will achieve sustained improvements to meet business needs in response to events requiring more than incremental progress.
Francisco Castillo is a logistics consultant who provides tailored solutions to clients based on their distribution and logistics needs. He has over 17 years of experience in operations and consulting. His services include operational audits, strategic analyses, distribution center design, and implementation support. He analyzes clients' existing networks and operations to identify improvement opportunities through increased efficiency and productivity.
Collaborative Consulting provides software performance engineering services to help clients ensure system scalability, stability, and quality. Their services include advisory services to assess performance engineering maturity, application readiness assessments to evaluate performance risks, production performance rescues to quickly restore functionality during issues, and application performance management to proactively monitor systems. Collaborative uses a proprietary performance engineering methodology applied throughout the software development lifecycle. They have experience across industries including healthcare, financial services, and retail.
Capabilities as enabler for agility and dev ops OWDMatteo Pierro
This document discusses transformations towards agile and DevOps. It notes that 85% of transformations fail and takes 4-5 years on average. Rather than focusing on new processes or tools, transformations should focus on achieving business goals through continuous improvement, inspecting and adapting. High-performing organizations are measured by metrics like lead time, deployment frequency, change failure rate, and mean time to recover. These metrics correlate with better organizational performance. Transformations should focus on developing 24 key capabilities across areas like lean product management, lean development, continuous delivery, and culture. These capabilities are interlinked and improving one can improve others and overall performance. The document emphasizes that transformations are continuous improvements, not projects, with a focus on rapidly getting to
Capgemini Consulting Claims Ops Model Alignment Program 3 13 2015Claire Louis
The document discusses aligning an insurance company's claims operating model with its enterprise strategy. It provides an overview of key insurance trends related to claims transformation, customer experience, digitization, and product innovation. It outlines how aligning the claims model supports business goals like risk management, customer retention, and profitability. The document then describes components of an effective claims operating model and a strategy to guide insurers through assessing their current model and developing a targeted model through initiatives related to process, people, technology, and change management.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Enterprise Architecture (EA) can be used as an effective change management agent by providing a consistent description of the business, including processes, services, technology, risks and other important elements. This centralized description in an "Enterprise Repository" enables rapid impact analysis of potential changes. It increases efficiency by sharing best practices, reduces risks through impact assessment, and expedites project management by centralizing important information. An EA approach supports change initiatives through visibility and understanding of the entire organization and how different elements are related.
The document introduces new research from the Organisation Capability Maturity Framework (OrgCMFTM) including the Digital Maturity Index (DMI) and associated reference models, bodies of knowledge, and online assessment tools. The DMI assesses digital business and organization transformation maturity rather than just technology management maturity. Users can access OrgCMFTM resources by registering on the platform. The document also advertises upcoming conferences, publications, training programs and opportunities to partner with OrgCMFTM.
It is difficult to objectively evaluate if a company will be a winner or not. Interviews, financial analysis and business plans are not enough anymore to guarantee a successful investment.
The solution is to go from subjective to objective measures.
This report measures 2 key elements in a objective way:
- Scalability of the business.
- Ability to deliver innovation consistently.
This is based on a database of several thousand companies and 4 years of research. The results that follow are compared against this research database.
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
Strategic structures for aligning Cooperation_the Enterprise.pdfMalcolm Ryder
A comparison of four different organizational models for co-operative pursuit of goals. Emphasis is on distinguishing "enterprise" as a specific configuration rather than as a catch-all synonym for "business".
Inclusion is the Equity of Diversity 04.19.23.pdfMalcolm Ryder
In a society that contains multiple cultures, the ideas of multi-culturalism and diversity appear to be the same goal, but social behaviors have their own systems outside of culture that predispose inclusion or exclusion at any level of community. This description navigates and categorizes the constellation of terms and dynamics presumed to characterize equitable inclusivity in a heterogeneous culture.
A Semantic Model of Enterprise Change.pdfMalcolm Ryder
This presentation is a distillation of language used to describe the scope and configuration of change managed at the enterprise level. Its goal was to find a way to drastically reduce the vocabulary necessary to model managed change, and to have the model be far more intuitively familiar.
Being simple-minded about complexity does not help to understand it nor to work with it successfully. This breakdown abstracts and compiles the many aspects of recognizing, creating, and managing with complexity as is consistent across many different domains of effort.
1. The document discusses decision making and the factors that influence it. It distinguishes between underlying conditions, which are the actual pre-existing causes and effects, and perceived conditions, which are the states recognized as factors that need to be addressed in making a solution or decision.
2. Decision makers are held responsible for the consequences of their decisions, which leads them to calibrate decisions to make the consequences acceptable. However, there is not always more than one justifiable decision to make.
3. The level of certainty in a decision depends on whether the underlying conditions prevent effective perception from guiding solutions. Different decision makers have different knowledge and opportunities to make the same decision.
We accept that everyone has Bias, and the study of that is exhaustive if not complete. But we continue to ask Why we have bias; the answer is that we need it.
Debating about design in the social media of business seems aimed at designing Design itself; but the results so far are not very persuasive. This is a significant knowledge management problem.
The document discusses a framework for managing organizational change. It argues that change will occur whether managed or not, so the purpose of management is to establish conditions where deliberate change is supported by continuous alignment of abilities to a targeted future value. It also discusses key influences on change success, alignment, and developing the capability to produce change when demanded by stakeholders. The overall framework presented focuses on managing change by cultivating alignment and responsiveness to demands rather than executing projects.
Alignment of Value and Performance - Reference modelMalcolm Ryder
Performance is meaningless unless it also amounts to needed value. The activity that generates this relationship is visible in a hierarchy of logical dependencies. The vocabulary for this visibilty is already very common; here it is also fully disambiguated.
As opposed to execution, delivery, and other common terms of progression, "production" is a perspective that directly relies on designing continuous value-driven activity, not on achieving a single prescribed outcome. Enabling active capability is the management concern, and value creation is the experience.
Management's relationship to complexity is clarified in this short piece based on revisiting basic definitions. No special domain expertise is required but the argument applies to all domains.
A meeting is a group behavior, and the value of the meeting will depend on why people will do what they do with it. This framework explains the cause and effect linkages occurring within a meeting that actually is needed instead of merely held.
Not all workgroups are teams, and teams may not be enough to cover the work needed to meet requirements. This framework identfies the scale of workgroup and scope of requirements that distinguishes one type of workgroup from another.
Waterfall was never so much of a development management method addressing a customer demand issue. Rather, it is a build management method addressing a product management issue. See how.
The future of work depends on the future of managed change. This overview identifies why work, as arranged by organizations, is modified both in practice and policy but must become focused primarily on why the worker works.
The design and redesign of organizations today more regularly pursues agility, but very often it thinks that a given model will cause it, rather than discovering its best model from knowing what agility needs. This discussion surveys the underpinning archihtecture of agility, from which to cultivate or discover a site's appropriate model(s).
The purpose of organization is to influence effectiveness, and the logic behind that is practiced through the model of organization. This notebook compiles a common logic behind all models of organization.
Managed Change efforts overall still fail at 66% to 75% of the time. This means that the prevailing perspective on how to "make" change is defeating most other factors. Here's why.
The document contrasts authority and leadership. Authority relies on control and power over others, while leadership relies on gaining agreement and trust from followers. Authority can create conditions for leadership but having authority alone does not make one a leader. Leadership can emerge without formal authority. The document also discusses how authority and leadership can be confused, with authority sometimes being mistaken for leadership when a person in charge is successful. It provides examples of different leadership strategies like revolutionary, restorative, sustaining, and inspirational in relation to the existing environment created by authority.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
3. Production Options
All IT organizations are subject to business needs that introduce the same fundamental issues in
I.T.’s production for business:
• What will we deliver
• How will we develop the deliverables
• What level and type of quality is necessary
• How will the delivery and deliverables need to improve
To an important extent, those are most essential because they address the reasons why the
business chooses the given I.T. organization to be its provider.
For each of the four fundamental issues, there is a characteristic pair of contrasting options. The
organization must be able to decide which options to favor and execute the decisions with adequate
communications and timeliness. The decisions direct or redirect the progress of production
throughput. The decisions and results constitute the management of the production options.
The business evaluates those decisions for their immediate impact and their implications. At
different times, the decisions may need to change according to current or impending demand.
The changes must not force the organization to undo its fundamental construction; the organization
must instead already be an enabling and resilient platform for varying operations.
Delivery: scope vs. capacity
Development: automation vs. transformation
Quality: assurance vs. criticality
Improvement: extensibility vs. sustainability
4. Operational Impacts
The IT organization’s operations are subject to basic business evaluations that are not
about the underlying technologies, and are increasingly about what the operations do to
the business.
• Expectations: are the created expectations reliable?
• Implementations: is the risk of acceptable reorganization required?
• Supportability: is the intended infrastructure and environment sustainable?
• Effective value: does the business function better according to its known needs?
To an important extent, those are most essential because they address the reasons why
the business recognizes the IT organization to be productive, unproductive, or counter-
productive.
The business productivity of the IT organization will be an effect of operations designed for
producing within the culture represented by those reasons.
Management is generally responsible for real-time alignment of the As Designed
operations with the As Is culture. The responsibility means that the organization can inform
the business about how things currently do or don’t work for business productivity.
Expectations: explicit and credible
Implementations: necessary and sufficient
Supportability: systematic and adaptive
Effective value: measurably positive and relevant