This document discusses developing an IT strategy in uncertain times and challenges of effective software delivery. It outlines three key challenges: complexity challenges due to more granular functionality and large projects/assets, team challenges due to dispersed teams, and process challenges due to the need for agility and market experimentation. It emphasizes balancing budget planning with strategic planning and gaining persistent commitment to maximizing value delivery over the long-term.
Ray Boggs presented on IT spending trends among small and medium businesses. He found that SMB IT spending is growing faster than total corporate IT spending. Many SMBs plan to delay, reduce, or focus their IT spending on tactical projects in the next 12 months due to economic concerns. SMBs are interested in software-as-a-service solutions for benefits like paying for capabilities as needed. However, they also have security and cost concerns about these solutions. Dell then presented on their new managed services approach to address SMB needs like reducing downtime and costs while freeing up resources. They outlined service plan levels and features to provide remote monitoring, resolution, and management support for SMBs.
The document discusses how organizations can leverage cloud-based HR technology to drive employee engagement and retention through increased accessibility, efficiency, and effectiveness. It provides an overview of cloud computing and its benefits for human capital management. Speakers from Ventana Research, SkyWest Airlines, and SumTotal Systems then discuss their experiences with cloud-based HR solutions.
This document summarizes a presentation given by Deltek about their software solutions for project-focused businesses. The key points are:
1) Deltek provides enterprise project management software for industries like government contracting, architecture/engineering, and consulting.
2) They help customers improve project visibility, resource optimization, and new business wins.
3) Deltek hosted a session where government and industry professionals identified the top 5 challenges for earned value practitioners as inconsistent processes, lack of management buy-in, integrating cost and schedule data, producing reliable reports manually, and different approaches across organizations.
4) Deltek's software aims to address these challenges through automated reporting, early warning indicators, and integrated data across key areas
Pepperweed Consulting is an IT integration company that helps clients build an integrated IT value chain. They do this through assessing needs, architecting solutions, implementing products and services, and providing long-term support. Pepperweed leverages technology from partners like HP and customizes integration solutions using their own intellectual property and experience gained from over 2,500 implementations. Their goal is to help clients realize value from their IT investments by integrating technology silos and managing the entire lifecycle of IT services.
Microsoft Unified Communications - Delivering an End to End Unified Communica...Microsoft Private Cloud
Globalization of today’s workforce and macroeconomic cost pressures are forcing business leaders to rethink how employees communicate, collaborate and innovate.
Organizations are increasingly seeking more efficient, cost effective ways to minimize risk while accelerating business growth through innovation. HP and Microsoft®
business productivity solutions that unify communications
and collaboration can help you reduce costs, mitigate
risk, enhance employee productivity and accelerate
business innovation.
The new role of CIO, Borut Kolmanič, S&T SlovenijaS&T GROUP
The document discusses the changing role of the CIO. It notes that business demands are increasing while IT budgets are flat, and that CIOs must focus on both running IT operations and enabling business change. To succeed, CIOs need business knowledge, executive support, communication skills, and the ability to select projects that balance quick wins with long-term impacts. The document recommends CIOs optimize costs through services like cloud computing and outsourcing, create IT strategies aligned with business goals, and develop expertise in change management to help business processes change before implementing new technologies.
RidgeGarrett provides cloud-based business applications and services to help customers do more with less. They focus on improving departmental productivity, enabling information sharing across departments, and enhancing business processes through continuous learning and improvement.
Guardian Life Insurance Company implemented Primavera project management software to improve management of its $150 million annual IT budget. Using Primavera, Guardian was able to prioritize projects, reduce budget growth from 30% to under control levels, cut maintenance costs from 30% to 18% of the budget, save over $30 million within one year, and increase on-time project delivery rates from 35% to 65%. Primavera provided Guardian with visibility and financial management capabilities that helped align IT with business strategy and deliver projects with improved quality and cost savings.
Ray Boggs presented on IT spending trends among small and medium businesses. He found that SMB IT spending is growing faster than total corporate IT spending. Many SMBs plan to delay, reduce, or focus their IT spending on tactical projects in the next 12 months due to economic concerns. SMBs are interested in software-as-a-service solutions for benefits like paying for capabilities as needed. However, they also have security and cost concerns about these solutions. Dell then presented on their new managed services approach to address SMB needs like reducing downtime and costs while freeing up resources. They outlined service plan levels and features to provide remote monitoring, resolution, and management support for SMBs.
The document discusses how organizations can leverage cloud-based HR technology to drive employee engagement and retention through increased accessibility, efficiency, and effectiveness. It provides an overview of cloud computing and its benefits for human capital management. Speakers from Ventana Research, SkyWest Airlines, and SumTotal Systems then discuss their experiences with cloud-based HR solutions.
This document summarizes a presentation given by Deltek about their software solutions for project-focused businesses. The key points are:
1) Deltek provides enterprise project management software for industries like government contracting, architecture/engineering, and consulting.
2) They help customers improve project visibility, resource optimization, and new business wins.
3) Deltek hosted a session where government and industry professionals identified the top 5 challenges for earned value practitioners as inconsistent processes, lack of management buy-in, integrating cost and schedule data, producing reliable reports manually, and different approaches across organizations.
4) Deltek's software aims to address these challenges through automated reporting, early warning indicators, and integrated data across key areas
Pepperweed Consulting is an IT integration company that helps clients build an integrated IT value chain. They do this through assessing needs, architecting solutions, implementing products and services, and providing long-term support. Pepperweed leverages technology from partners like HP and customizes integration solutions using their own intellectual property and experience gained from over 2,500 implementations. Their goal is to help clients realize value from their IT investments by integrating technology silos and managing the entire lifecycle of IT services.
Microsoft Unified Communications - Delivering an End to End Unified Communica...Microsoft Private Cloud
Globalization of today’s workforce and macroeconomic cost pressures are forcing business leaders to rethink how employees communicate, collaborate and innovate.
Organizations are increasingly seeking more efficient, cost effective ways to minimize risk while accelerating business growth through innovation. HP and Microsoft®
business productivity solutions that unify communications
and collaboration can help you reduce costs, mitigate
risk, enhance employee productivity and accelerate
business innovation.
The new role of CIO, Borut Kolmanič, S&T SlovenijaS&T GROUP
The document discusses the changing role of the CIO. It notes that business demands are increasing while IT budgets are flat, and that CIOs must focus on both running IT operations and enabling business change. To succeed, CIOs need business knowledge, executive support, communication skills, and the ability to select projects that balance quick wins with long-term impacts. The document recommends CIOs optimize costs through services like cloud computing and outsourcing, create IT strategies aligned with business goals, and develop expertise in change management to help business processes change before implementing new technologies.
RidgeGarrett provides cloud-based business applications and services to help customers do more with less. They focus on improving departmental productivity, enabling information sharing across departments, and enhancing business processes through continuous learning and improvement.
Guardian Life Insurance Company implemented Primavera project management software to improve management of its $150 million annual IT budget. Using Primavera, Guardian was able to prioritize projects, reduce budget growth from 30% to under control levels, cut maintenance costs from 30% to 18% of the budget, save over $30 million within one year, and increase on-time project delivery rates from 35% to 65%. Primavera provided Guardian with visibility and financial management capabilities that helped align IT with business strategy and deliver projects with improved quality and cost savings.
Expense Reduction Analysts provides a guide to reducing IT costs for businesses. The guide discusses topics such as green IT, office software alternatives to Microsoft, hosted IT and outsourcing services, and technology business management. Implementing strategies around these topics can help businesses reduce IT costs by up to 35% and improve the performance of their technology assets.
Understanding the Value of the Cloud - Centare Lunch & Learn - June 2, 2011Eric D. Boyd
The document discusses the value of cloud computing by explaining how it allows companies to pay for computing resources on demand rather than owning their own IT infrastructure, highlighting how cloud computing can help companies reduce costs, improve agility, and focus on their core business activities rather than IT management. Several examples are provided showing how different types of applications could be deployed on the Windows Azure cloud platform and the potential cost savings compared to traditional on-premises infrastructure.
Amazing Winter Keynote - IT as a Team SportPaul Muller
This document discusses how IT organizations can stay relevant in a world of multi-sourcing by managing metrics and key performance indicators (KPIs). It emphasizes the importance of executing systematically using strategy, planning and governance. It also stresses the need for security intelligence and risk management to securely operate proactively. Finally, it discusses how the right tools are needed for continuous integration and delivery to help organizations build faster.
Digital Fuel- Achieving IT cost visibility-Id gresearch cio_study_1009yisbat
The document discusses the challenges organizations face in achieving visibility into their IT costs. It found that while having detailed cost visibility is important, over half of respondents were less than satisfied with their current level of visibility. The biggest challenges are a lack of an explicitly defined IT cost model and difficulties obtaining detailed cost breakdowns and mapping costs to specific services. Achieving true cost visibility requires new processes and tools to capture both direct and indirect costs associated with delivering various IT services.
Do you know how many software as a service (SaaS) applications have been deployed in your company, and in which departments?
Do you know how data from those applications is interacting with data behind your firewall?
Do you know how long these data integration requests currently take?
Find out about cloud integration in the era of “hybrid IT.”
Self-Service Data Integration: How to balance the need for agility without sacrificing governance and data stewardship.
Security & Administration: What is the impact of cloud integration and how does it fit into your current architecture?
Business Intelligence and Compliance: Can you deliver cloud application data to your BI teams as well as meet regulatory compliance requirements?
Cloud Master Data Management: How does this fit into your cloud application on-boarding strategy?
The document summarizes key findings from an IBM study on data center design best practices for operational efficiency. It found that 21% of clients have highly efficient data centers that allocate 50% more of their IT budget to new projects rather than maintenance. Characteristics of these centers include optimizing assets, designing flexibility, and using automation. The implications are to right-size capacity and availability for best return, design flexibility, optimize long-term expenses not just upfront costs. Analytics can be used to right-size capacity tailored to a company's business growth needs.
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
The document discusses challenges with project and portfolio management. It notes that 62% of projects fail to meet goals, with nearly half overrunning budgets and more than 40% failing to provide expected returns. Reasons for failure include misaligned investments, unclear project scopes, and manual processes. It advocates removing barriers between business units and automating processes to increase speed while maintaining quality. A consolidated view of projects and standardized processes across teams could help address common challenges like changing priorities and inefficient resource allocation faced by project management offices.
B24 e Solutions is an IT company based in Jaipur, India that provides software development, consulting, and offshore outsourcing solutions. They have over 500 completed web application projects and 300 mobile application projects. Their core principles are maximizing cost savings for clients through increased productivity and quality. They invite other companies to partner with them for business or technology partnerships.
Smart Grid Operational Services: Selecting the Right Mobile SolutionCapgemini
Whether you manage field service operations within the utilities industry or some other large business operation, a mobile computing solution can strengthen your field service capabilities, lower your operating costs and improve customer service.
With mobile devices in hand, field technicians, engineers and supervisors alike discover that information flow increases and costly data entry errors become issues from the past.
The mobile computing market abounds with “cool” devices, but embracing innovative technology alone can easily distract an organization from finding an intelligent mobile solution that will ultimately meet the needs of its users.
In other words, preparing for the technology is every bit as critical as selecting it.
This paper describes the 3 stages recommended for deciding on, and ranking the importance of, available solution options, and how proper planning can improve the total cost of ownership (TCO) of the solution. It also reviews common obstacles that impede deployment and thwart a positive return on investment.
This white paper outlines a 5-step process for enabling government agency workforces with mobility solutions:
1. Assess organizational needs and define objectives to identify key goals and pain points that mobility can address.
2. Evaluate current processes to identify opportunities to streamline workflows and improve information flow with mobility.
3. Define mobile device and infrastructure requirements based on use cases and tasks.
4. Develop new optimized process flows integrating mobile technologies.
5. Identify anticipated benefits of mobility like increased productivity, reduced errors, and cost savings.
Utilities are looking to adopt mobile solutions to increase efficiency and productivity, improve decision making, and reduce costs. Capgemini developed a mobile solution for Hydro One Networks to automate the mass replacement of over 1.2 million electrical meters across Ontario. The mobile solution streamlined the meter replacement process, allowing installations to be completed same-day instead of taking 2-3 weeks. The solution provided significant cost savings by digitizing the end-to-end process and enabling real-time monitoring and issue resolution. Mobile technologies provide benefits like faster completion of repetitive tasks, two-way information exchange, and integration with existing enterprise systems. Utilities must select solutions that are easy to use, flexible, durable, and support future needs and technology
EmaxIT International helped Modern Architecture Contracting Company (MACC) take its business and security performance to new heights by migrating its hosting platform and applications to Amazon Web Services (AWS). This consolidated MACC's disparate applications onto a single, highly available and scalable cloud platform. It also automated backups, enhanced security through measures like web application firewalls, and reduced operational costs by 30% while increasing efficiency by 20%. EmaxIT provided fully managed AWS services with 24/7 support.
A top issue with IT service and support organizations today is how to drive greater business
value from SAP solutions. Most often, the degree of value is directly tied to the decisions
business leaders make on which SAP projects, enhancements, and new solutions they will ask
IT to deliver to their organizations. This presentation will dive into today\'s challenges facing
CIOs, technology delivery executives, and IT project managers: How do you balance the
customers\' demands for SAP enhancements against finite technical resources and managing the
IT portfolio? How do you build close, sustainable relationships with business leaders in order to
drive greater influence on the strategic direction of SAP within their operations? What changes
need to be made within IT itself (organizational structure, job roles, skills) in order to move
from an "order-taker" to a valued partner? This presentation will explore the role of the IT
business partner within Day & Zimmermann - the many successes achieved and challenges
faced in influencing the strategic direction of SAP within its businesses. The presentation will
provide detail on how Day & Zimmermann\'s IT business partners work with executive teams,
their sphere of influence on business and IT decision-making, and driving ownership together
with the interpersonal skills, organizational structure, and IT processes required for strategic
alignment between IT and business stakeholders.
The document discusses breakthroughs in information technology that can make cities smarter. It describes how sensors, networks, and data analytics can provide insights that improve outcomes across various city systems, including transportation, energy, water, and public safety. The core idea is that digital and physical systems are converging, allowing cities to leverage data to develop insight and wisdom. Examples are provided of cities using these technologies to monitor infrastructure in real-time, predict problems, and better coordinate resources.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
Sougata Mitra is a business specialist with 15 years of experience in business development and management roles in India. He has expertise in energy and utilities solutions involving IT, OT, and GIS systems. Currently he works as a Senior Sales Manager for GE Energy's smart grid products in India. His experience includes implementing enterprise software solutions from SAP, ESRI, and other vendors for large utility and industrial customers.
IBM offers a broad portfolio of software fueled by its expertise in business and technology. Their software is built for change and flexibility. With over 100,000 experts and a large partner network, IBM can build customized solutions across industries. Their software helps organizations gain insights from data to optimize operations and make smarter decisions.
The Louisiana Technology Council (LTC) is a private, non-profit organization founded in 1994 to promote technology development in Louisiana. It has over 400 member companies and individuals. The LTC hosts events to connect professionals, provides resources to members, and advocates for the technology sector to make Louisiana the tech capital of the South. The document outlines the LTC's goals, events, benefits of membership, and asks readers to get involved and support the organization.
Social media allows for connecting people worldwide through user-generated content on various networks. It provides benefits like marketing products and services inexpensively to targeted groups. Popular networks like Facebook, YouTube, and Twitter allow sharing photos, videos, posts, and messages. While offering global connectivity, social media also has disadvantages like inability to fully delete accounts and potential for inappropriate content.
Expense Reduction Analysts provides a guide to reducing IT costs for businesses. The guide discusses topics such as green IT, office software alternatives to Microsoft, hosted IT and outsourcing services, and technology business management. Implementing strategies around these topics can help businesses reduce IT costs by up to 35% and improve the performance of their technology assets.
Understanding the Value of the Cloud - Centare Lunch & Learn - June 2, 2011Eric D. Boyd
The document discusses the value of cloud computing by explaining how it allows companies to pay for computing resources on demand rather than owning their own IT infrastructure, highlighting how cloud computing can help companies reduce costs, improve agility, and focus on their core business activities rather than IT management. Several examples are provided showing how different types of applications could be deployed on the Windows Azure cloud platform and the potential cost savings compared to traditional on-premises infrastructure.
Amazing Winter Keynote - IT as a Team SportPaul Muller
This document discusses how IT organizations can stay relevant in a world of multi-sourcing by managing metrics and key performance indicators (KPIs). It emphasizes the importance of executing systematically using strategy, planning and governance. It also stresses the need for security intelligence and risk management to securely operate proactively. Finally, it discusses how the right tools are needed for continuous integration and delivery to help organizations build faster.
Digital Fuel- Achieving IT cost visibility-Id gresearch cio_study_1009yisbat
The document discusses the challenges organizations face in achieving visibility into their IT costs. It found that while having detailed cost visibility is important, over half of respondents were less than satisfied with their current level of visibility. The biggest challenges are a lack of an explicitly defined IT cost model and difficulties obtaining detailed cost breakdowns and mapping costs to specific services. Achieving true cost visibility requires new processes and tools to capture both direct and indirect costs associated with delivering various IT services.
Do you know how many software as a service (SaaS) applications have been deployed in your company, and in which departments?
Do you know how data from those applications is interacting with data behind your firewall?
Do you know how long these data integration requests currently take?
Find out about cloud integration in the era of “hybrid IT.”
Self-Service Data Integration: How to balance the need for agility without sacrificing governance and data stewardship.
Security & Administration: What is the impact of cloud integration and how does it fit into your current architecture?
Business Intelligence and Compliance: Can you deliver cloud application data to your BI teams as well as meet regulatory compliance requirements?
Cloud Master Data Management: How does this fit into your cloud application on-boarding strategy?
The document summarizes key findings from an IBM study on data center design best practices for operational efficiency. It found that 21% of clients have highly efficient data centers that allocate 50% more of their IT budget to new projects rather than maintenance. Characteristics of these centers include optimizing assets, designing flexibility, and using automation. The implications are to right-size capacity and availability for best return, design flexibility, optimize long-term expenses not just upfront costs. Analytics can be used to right-size capacity tailored to a company's business growth needs.
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
The document discusses challenges with project and portfolio management. It notes that 62% of projects fail to meet goals, with nearly half overrunning budgets and more than 40% failing to provide expected returns. Reasons for failure include misaligned investments, unclear project scopes, and manual processes. It advocates removing barriers between business units and automating processes to increase speed while maintaining quality. A consolidated view of projects and standardized processes across teams could help address common challenges like changing priorities and inefficient resource allocation faced by project management offices.
B24 e Solutions is an IT company based in Jaipur, India that provides software development, consulting, and offshore outsourcing solutions. They have over 500 completed web application projects and 300 mobile application projects. Their core principles are maximizing cost savings for clients through increased productivity and quality. They invite other companies to partner with them for business or technology partnerships.
Smart Grid Operational Services: Selecting the Right Mobile SolutionCapgemini
Whether you manage field service operations within the utilities industry or some other large business operation, a mobile computing solution can strengthen your field service capabilities, lower your operating costs and improve customer service.
With mobile devices in hand, field technicians, engineers and supervisors alike discover that information flow increases and costly data entry errors become issues from the past.
The mobile computing market abounds with “cool” devices, but embracing innovative technology alone can easily distract an organization from finding an intelligent mobile solution that will ultimately meet the needs of its users.
In other words, preparing for the technology is every bit as critical as selecting it.
This paper describes the 3 stages recommended for deciding on, and ranking the importance of, available solution options, and how proper planning can improve the total cost of ownership (TCO) of the solution. It also reviews common obstacles that impede deployment and thwart a positive return on investment.
This white paper outlines a 5-step process for enabling government agency workforces with mobility solutions:
1. Assess organizational needs and define objectives to identify key goals and pain points that mobility can address.
2. Evaluate current processes to identify opportunities to streamline workflows and improve information flow with mobility.
3. Define mobile device and infrastructure requirements based on use cases and tasks.
4. Develop new optimized process flows integrating mobile technologies.
5. Identify anticipated benefits of mobility like increased productivity, reduced errors, and cost savings.
Utilities are looking to adopt mobile solutions to increase efficiency and productivity, improve decision making, and reduce costs. Capgemini developed a mobile solution for Hydro One Networks to automate the mass replacement of over 1.2 million electrical meters across Ontario. The mobile solution streamlined the meter replacement process, allowing installations to be completed same-day instead of taking 2-3 weeks. The solution provided significant cost savings by digitizing the end-to-end process and enabling real-time monitoring and issue resolution. Mobile technologies provide benefits like faster completion of repetitive tasks, two-way information exchange, and integration with existing enterprise systems. Utilities must select solutions that are easy to use, flexible, durable, and support future needs and technology
EmaxIT International helped Modern Architecture Contracting Company (MACC) take its business and security performance to new heights by migrating its hosting platform and applications to Amazon Web Services (AWS). This consolidated MACC's disparate applications onto a single, highly available and scalable cloud platform. It also automated backups, enhanced security through measures like web application firewalls, and reduced operational costs by 30% while increasing efficiency by 20%. EmaxIT provided fully managed AWS services with 24/7 support.
A top issue with IT service and support organizations today is how to drive greater business
value from SAP solutions. Most often, the degree of value is directly tied to the decisions
business leaders make on which SAP projects, enhancements, and new solutions they will ask
IT to deliver to their organizations. This presentation will dive into today\'s challenges facing
CIOs, technology delivery executives, and IT project managers: How do you balance the
customers\' demands for SAP enhancements against finite technical resources and managing the
IT portfolio? How do you build close, sustainable relationships with business leaders in order to
drive greater influence on the strategic direction of SAP within their operations? What changes
need to be made within IT itself (organizational structure, job roles, skills) in order to move
from an "order-taker" to a valued partner? This presentation will explore the role of the IT
business partner within Day & Zimmermann - the many successes achieved and challenges
faced in influencing the strategic direction of SAP within its businesses. The presentation will
provide detail on how Day & Zimmermann\'s IT business partners work with executive teams,
their sphere of influence on business and IT decision-making, and driving ownership together
with the interpersonal skills, organizational structure, and IT processes required for strategic
alignment between IT and business stakeholders.
The document discusses breakthroughs in information technology that can make cities smarter. It describes how sensors, networks, and data analytics can provide insights that improve outcomes across various city systems, including transportation, energy, water, and public safety. The core idea is that digital and physical systems are converging, allowing cities to leverage data to develop insight and wisdom. Examples are provided of cities using these technologies to monitor infrastructure in real-time, predict problems, and better coordinate resources.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
Sougata Mitra is a business specialist with 15 years of experience in business development and management roles in India. He has expertise in energy and utilities solutions involving IT, OT, and GIS systems. Currently he works as a Senior Sales Manager for GE Energy's smart grid products in India. His experience includes implementing enterprise software solutions from SAP, ESRI, and other vendors for large utility and industrial customers.
IBM offers a broad portfolio of software fueled by its expertise in business and technology. Their software is built for change and flexibility. With over 100,000 experts and a large partner network, IBM can build customized solutions across industries. Their software helps organizations gain insights from data to optimize operations and make smarter decisions.
The Louisiana Technology Council (LTC) is a private, non-profit organization founded in 1994 to promote technology development in Louisiana. It has over 400 member companies and individuals. The LTC hosts events to connect professionals, provides resources to members, and advocates for the technology sector to make Louisiana the tech capital of the South. The document outlines the LTC's goals, events, benefits of membership, and asks readers to get involved and support the organization.
Social media allows for connecting people worldwide through user-generated content on various networks. It provides benefits like marketing products and services inexpensively to targeted groups. Popular networks like Facebook, YouTube, and Twitter allow sharing photos, videos, posts, and messages. While offering global connectivity, social media also has disadvantages like inability to fully delete accounts and potential for inappropriate content.
The urinary system consists of organs involved in filtering waste from the bloodstream and excreting it as urine. These organs include the kidneys, ureters, bladder, and urethra. Blood urea nitrogen (BUN) is a blood test that evaluates kidney function by measuring nitrogenous waste products in the blood that are normally excreted by healthy kidneys. A retrograde pyelogram is an x-ray procedure using contrast dye to evaluate the ureters and renal pelvis for obstructions. Acute renal failure is the sudden loss of kidney function where waste builds up, and can be caused by reduced blood flow, injury, or surgery. Chronic renal failure is the gradual loss of kidney
This document discusses ways to incentivize scientists to share their data through self-interest. It describes two existing models where data sharing is successful: oceanographic research consortia that require data sharing, and biomedical research projects that organize data generation and sharing through a common platform. The document proposes a distributed graph database and computing platform that would allow researchers to query diverse public and private datasets, providing immediate returns for data sharing. By making others' data useful to analyze and mine, researchers would be competitively disadvantaged not to share their own data. The goal is to enable open sharing by addressing current problems and remaining agile for future needs.
TIME OF THE SIXTH SUN currently in production is a film about the shift in global awareness and the expansion of consciousness as we move beyond the much prophesized date of 2012.
Our Ancestors understood our symbiotic relationship to the Earth and the Elements and foresaw the collapsing of an unsustainable world. This is a story about collectively co-creating a new sustainable world for our children and their children. A new Earth. Our legacy.
The role of skills in recession and recovery by Chris HumphriesAcas Comms
The document discusses the importance of skills for employment, earnings, and occupational choice. It shows that those with lower skills have faced declining employment rates during the recession. While elementary occupations faced the largest job losses initially, the recession may be shorter than past ones due to employers protecting training budgets and focusing on retaining skilled staff. If the UK continues learning and targeting skills development, it could see unemployment recover more quickly and face less severe skills shortages than after previous recessions.
NABE Communication Section Workshop - Event Information & RegistrationStephanie Abbott
Event and registration information for the NABE Communications Section Workshop to be held Tues., Oct. 20 - Fri., Oct. 23, 2009 at the Rio All-Suites Hotel (Las Vegas, NV)."Communications Stripped Down" will focus on how bar associations can make the most of their communications on a bare-bones budget. Please join us!
This document provides an overview and course materials for a seminar on Section 1031 exchanges. Section 1031 allows taxpayers to defer capital gains taxes when exchanging real estate investment properties for other like-kind properties. The course covers the basics of Section 1031, including the five critical elements required for a successful exchange. It also provides case studies and examples of different types of Section 1031 exchanges, as well as alternatives for exchanges. The goal is to help accounting professionals recognize opportunities for clients to benefit from Section 1031.
Seven Habits of Highly Ineffective Global Contract Negotiators | Martijn StegerKegler Brown Hill + Ritter
Guidance for companies negotiating contracts, both domestic and international. Some include desperation, ignoring cultural differences and operating with a myopic view of the deal.
The critical role of the manager in supporting learning at work through coach...Acas Comms
1. Southern Coaching introduced coaching in 2004/05 and made it a core part of its "Cycle of Success" HR strategy in 2006 to improve employee engagement, customer satisfaction and profits.
2. Southern achieved its best performance through coaching including improved reliability, customer service, staff turnover and engagement. Coaching helped staff and managers adapt to changes and increased innovation.
3. Interviews with Southern staff showed coaching positively changed their lives both personally and professionally by helping them realize their capabilities and improve leadership and listening skills.
We know what it takes to solve our clients’ biggest challenges, and we’ve spent the last 50 years delivering software that is fueled by expertise, built for change, and ready for work.
CAST is a company that provides software to measure and improve application software quality. Its Application Intelligence Platform analyzes source code to identify quality issues and provides guidance to fix problems. This helps customers achieve better business performance through increased productivity and lower IT costs. Over 650 leading global customers across industries rely on CAST.
The document discusses how every company has become a software company due to digital transformation. It provides examples of companies like Ford, Dreamworks, and Fedex that have transformed their traditional businesses into technology hubs by embracing innovation. These companies build and own sophisticated software that drives key functions and creates new revenue streams. The document advocates that enterprises must undergo an organizational transformation to develop internal technological capabilities and build strategic partnerships to facilitate digital transformation and become software product companies.
Timothy Foley has extensive experience in business/IT alignment through strategic planning, technology roadmapping, and resource allocation. Some of his accomplishments include increasing cross-selling revenue by over 2% and generating $4M in annual savings by consolidating multiple transmission systems. He has delivered over $100M in cost reductions through initiatives like reengineering processes, transitioning legacy systems, and negotiating vendor contracts, while improving time-to-market by 40%.
The document discusses several megatrends shaping the IT world including growth in emerging markets, increasing amounts of data ("big data"), security threats, analytics, cloud computing, mobility, and social business. It outlines IBM's transformation to a "smarter" approach focused on instrumented, interconnected and intelligent systems. Key technologies discussed include Watson, predictive analytics, expert integrated systems, storage class memory, and mobile/cloud platforms. The trends point to a more data-centric architecture and analytics approaches needed to make sense of unprecedented data volumes and varieties.
IBM Smarter Business 2012 - 11 trender för Enterprise Mobile just nuIBM Sverige
Den mobila marknaden har så här långt mest handlat om konsumentappar, men nu ser vi flera trender mot Enterprise Mobile där organisationer önskar erbjuda sina anställda att använda applikationer när de behöver det, med deras egna mobila enheter. Och de vill helst använda de mobila enheter som passer dem själva (BYOD). Dessutom vill organisationer erbjuda sina kunder mobila tjänster och allt det här skapar utmaningar. IBM vill, som ledare inom den här marknaden, hjälpa kunder att ta rätt beslut och göra verklighet av sina visioner. Lyssna på Johannes Eltz från IBM:s huvudkontor prata om IBM:s syn på Enterprise Mobile, de 11 tydligaste trenderna.
Talare: Johannes Eltz, Business Development Executive Mobile, IBM
Besök http://smarterbusiness.se för mer information.
This document discusses improving efficiencies and customer experience through robotics and data-oriented processing. It explains that capturing data separately from other processes allows for input quality checks and creation of initial datasets for AI. Data is then enriched by capability teams and existing systems before being executed. This approach exposes all interactions to analytics in real-time and optimizes enrichment by separating it from data capture and execution.
Track Keynote for the Enterprise Modernization Track at the IBM Rational Software Conference 2009
Everyone is well aware that we are in tough economic times right now. However, these difficult times also present opportunities for companies that can quickly adapt to these changing conditions. When you look at what inhibits companies from being as agile as they would like, IT is often cited as a problem area. While there can be many root causes, among the most important are (1) a reliance on fragile legacy applications about which companies have a limited understanding, (2) development staff that are not sufficiently productive, and (3) disconnected team infrastructures that inhibit collaboration and traceability. These problems limit your organization's flexibility. They are costing you money. And they tie up resources that could otherwise focus on new business to bring in more revenue. This track will showcase IBM Rational's Enterprise Modernization solutions that enable organizations to: reduce project risk by managing and extracting value from their application portfolio, exploit new technologies to deliver more flexible business solutions, empower new and existing IT staff to build multi-platform applications, increase productivity with a modern software delivery platform, and improve development efficiency and collaboration by unifying multiple teams.
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FORFIRM is a FINTECH consulting company with clients in European market answering real business challenges for our clients through innovation and deep industry knowledge.
In 2018 "European Innovation Management Academy", based on "House of Innovation" framework by A.T. Kearney " analyzed over 3000 digital companies around Europe scoring FORFIRM at the TOP in terms of Innovation strategy, Organization and culture of innovation, life cycle and Enabler factor.
IBM Rational Quality Manager provides a centralized hub for collaborative test management across the software development lifecycle. It aims to mitigate business risk through stakeholder coordination and enforceable process workflows, improve operational efficiency via test automation and lab management, and make confident decisions with effortless reporting and metrics. The solution emphasizes collaboration, automation, and reporting to govern software quality.
The document discusses software development and delivery in competitive times. It summarizes IBM Rational's strategy to help customers deliver value efficiently and effectively through distributed organizations. The strategy focuses on enabling governance, adopting flexible architectures, and leveraging communities. Rational has continued delivering on this strategy by releasing products built on their Jazz platform and expanding their communities. Their strategy also aims to help customers manage effective software delivery as challenges in this area remain and expand on the individual, team, organizational and business levels.
The document discusses software development and delivery in competitive times. It summarizes IBM Rational's strategy of helping customers deliver value efficiently and effectively through distributed organizations. The strategy focuses on enabling governance, adopting flexible architectures, and leveraging communities. Rational has continued delivering on this strategy by releasing many new products and services over the past year. However, challenges remain in effective software delivery at the individual, team, organizational and business levels. Rational's strategy aims to address these challenges and bring focus in uncertain economic times by providing short-term ROI and long-term management of assets to encourage incremental improvement.
Real Insights Real Results - Steve RobinsonRoopa Nadkarni
The document provides an overview of a presentation by Steve Robinson, Vice President of IBM Rational Software, on software development and delivery in competitive times. The presentation discusses IBM Rational's strategy and approach to helping customers achieve real results through continuous improvement in their software delivery processes. It highlights steps IBM Rational took to mature its own software delivery and provides recommendations to customers on prioritizing practices and measuring incremental progress.
The document discusses IBM's Z strategy and digital transformation model. It highlights how IBM Z continues to drive the global economy by processing billions of daily transactions. It also outlines IBM's digital transformation model for clients, which includes exposing APIs to enable apps and data, evolving to automate delivery pipelines, optimizing with analytics, and predicting and responding to service interruptions. The model is meant to help clients address digital transformation needs, leverage existing IBM Z assets to accelerate transformation, and achieve business and technical goals.
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2. IBM Software Group | Rational software
IT & Business Executive Pressures
Bottom line: IT flexibility enables business flexibility
Enterprise Modernization 2
3. Developing an IT Strategy in
Uncertain Times
Andy Kyte
Vice President & Research Fellow
Notes accompany this presentation. Please select Notes Page view.
These materials can be reproduced only with written approval from Gartner.
Such approvals must be requested via e-mail: vendor.relations@gartner.com.
Gartner is a registered trademark of Gartner, Inc. or its affiliates.
4. The Real IT Strategy Challenge
Return on Investment Return on Assets
• To identify to business • To have a detailed
stakeholders the potential understanding of exactly
for current and future where you are
technology innovations
to deliver transformational • And a current plan for the
value future life cycle management
• To provide business of every asset
change sponsors with • Based on the best available
accurate cost/ understanding of an optimum
risk/timescale estimates direction
for IT-dependent business
change initiatives • And a process in place to
continuously review and
optimize direction and plans
5. Balance Budget Planning
and Strategic Planning
Budget Planning Strategic Planning
• 18-month horizon • Asset half-life or seven-year
horizon (whichever is longer)
• Objective — • Objective — quot;maximize
quot;have a budgetquot; return on assetsquot;
• Project-focused • Value-focused
• Administrative overhead • Core discipline of IT
management
• Once per year • Continuous
• Horse-trading • Portfolio management
6. Developing Persistent Commitment
N.B. quot;Engagementquot; with maximizing value delivery
High Business Engagement
IT Engagement
Engagement
quot;They shoot
The beginning horses, don't
Of quot;legacyquot; they?quot;
Low
Live 5 Years 10 Years 15 Years 20 Years
Asset Persistence
7. IBM Software Group | Rational software
The world continues to get a whole lot smarter
INSTRUMENTED INTERCONNECTED INTELLIGENT
We now have the ability People, systems and We can respond to changes
to measure, sense and objects can communicate quickly and accurately, and get
see the exact condition and interact with each better results by predicting and
of everything. other in entirely new ways. optimizing for future events.
Today, there are 1 billion The internet of people is 1 Every day, 15 petabytes of new
transistors for each person billion strong. Almost one third information are being generated.
on the planet. of the world’s population will be This is 8x more than the information
By 2010, 30 billion RFID tags on the web by 2011. in all U.S. libraries.
will be embedded into our There will be nearly 4 billion An average company with 1,000
world and across entire mobile phone subscribers employees spends $5.3 million a
ecosystems. worldwide by the end of 2008. year to find information stored
on its servers.
Enterprise Modernization 7
8. IBM Software Group | Rational software
Fleet Management
Daimler FleetBoard
What’s Smart?
Smart end-to-end system optimizing
vehicle usage and routing
Innovative technology for advanced
telematic solutions
Smarter Business Outcomes
5-10% reduction in fuel consumption due
to optimized vehicle management
10% reduction in telecommunications
costs due to increased automation
“Focal Point helps us discover the
optimal set of customer features How Rational Software Enables
and balance those against the Smarter Products
needs of our business, allowing us Improved collaboration in the product
to deliver continual enhancements portfolio planning process
to our telematic solution.” Automated release planning balancing
cost, risk and reward
Enterprise Modernization 8
9. IBM Software Group | Rational software
Mobile Access to Medical Images
Merge Healthcare
What’s Smart?
Provides medical professionals access to
complex medical images on mobile devices
Helps ensure prompt emergency diagnosis
– anytime or anywhere
Smarter Business Outcomes
Reduced hospital operations costs
Reliable, secure, scalable delivery of
medical images and reports
“We rely on Synergy and Change to How Rational Software Enables
manage the complexity of the
Smarter Products
software and to ensure that our
global development teams operate
Collaboration across globally distributed
as one, for the best result to our development teams
customers. This software from IBM is Change management across the end-
part of our livelihood; it's our DNA.” to-end software lifecycle
Enterprise Modernization 9
10. IBM Software Group | Rational software
Challenges to the effective delivery of software
A history of cost overruns, schedule slips and quality issues
“62% of projects failed “50% of outsourced projects
to meet their schedules ” are expected to under perform”
“49% of projects suffered “Only 42% of users are
budget overruns” satisfied with project quality”
“Only 37% are satisfied with the
“41% of projects fail speed of software development”
to deliver the expected
business value and ROI”
“Only 34% of software projects
are deemed successful
costing over $300B annually”
Enterprise Modernization 10
11. IBM Software Group | Rational software
The software challenge in systems is even greater
Software failures can be dramatic for complex systems
Aerospace Microsoft Ford Super
Agency Zune Duty Pickup
$1B prototype rocket 1 million owners of the Sales interrupted until
self-destructed just 30-gigabyte device woke engine control software
40 seconds after takeoff up one morning to find could be updated to
due to a software bug their devices inoperable recognize improper
in the on-board due to poor leap year levels of heat in the
guidance system handling exhaust system
Enterprise Modernization 11
12. IBM Software Group | Rational software
Old methods of measuring software engineering are
inadequate and incomplete considering today’s complexity
and scale
1960s-1970s 1980s-1990s
Complexity 100% Custom 30% Reused Assets
70% Custom
Process Ad-hoc Repeatable
Teams Collocated Collocated
On the job training Software skills
Tools Proprietary Mix of Proprietary & Commercial
Not integrated Not integrated
Project Predictable Unpredictable
Performance Over budget, over schedule Infrequently on budget, on schedule
Success Rate 10% 25%-33%
Enterprise Modernization 12
13. IBM Software Group | Rational software
Challenges to effective software delivery today
Complexity Challenges Team Challenges
More granular service functionality Geographically dispersed teams
in composite business applications that often include business partners
Large number of projects and Effective cross-organizational
assets including custom, outsourced visibility and synchronization,
and packaged sharing becomes an imperative
Process Challenges Tools Challenges
Need for market experimentation Lack of standards impacts ability
to collaborate, automate and report
Blind adherence to process insensitive across teams and assumptions
to potential business trade-offs
Frequent asset updates and
Need for agility at scale changing interdependencies
How do I control this new world to gain advantage?
Enterprise Modernization 13
14. IBM Software Group | Rational software
Software engineering metrics that measure absolutes
can provide the wrong incentives to your team
Enterprise Modernization 14
15. IBM Software Group | Rational software
Software engineering metrics must align
with desired business outcomes 3
Value
2 Address development
as a value creation center
1 Efficiency
Foster innovation
and reuse across
organizational and
geographical boundaries
Address development
Control as a cost center
Enterprise application
modernization
Address the risks Productivity
Speed merger and
of development Software engineering acquisition absorption
Perceived quality base quality
Reduce traditional
Scope uncertainty Process agility development in favor of
smart package software
Security failure Global collaboration integration and SOA
platform
Failing an audit
Enterprise Modernization 15
16. IBM Software Group | Rational software
Effective software delivery enabled by measurement
Software
Value investment
management
Project/Program aligned with
Governance business priorities
Global team
Efficiency effectiveness and
Individual quality collaboration
and efficiency
improvements
Breadth of Impact
Control
Value
INDIVIDUAL TEAM ORGANIZATION BUSINESS
Measures of Reduction in Reduction in Increase in project Increase in architectural
increasing scrap/rework and development labor predictability reuse and earlier time to
associated labor cost worldwide Increase in quality value
value costs Reduction in Improved market Increase in organizational
Improvement in custom assets, reputation productivity, profitability
release quality training, tooling and and market reputation
process variants
Enterprise Modernization 16
17. IBM Software Group | Rational software
How can I get to more effective software delivery
from where I am today?
“How do I further automate software
delivery within my organization?”
“How can I enable collaboration
throughout the software
delivery process?”
“How can I unobtrusively gather
measurements to ensure progress
towards desired business outcomes?”
“How do I make incremental,
iterative progress towards more
effective software delivery?”
Enterprise Modernization 17
18. IBM Software Group | Rational software
Software delivery is a business process
that must be continuously improved
Implementation
Requirements Deployment
/Assembly
Design Verification
CIO’s top priority on behalf of the CEO
over last three years:
“Improving Business Processes”
Source: Gartner, “Making the Difference: The 2008 CIO Agenda,” Jan. 2008
Enterprise Modernization 18
19. IBM Software Group | Rational software
To improve coordination and visibility, look for ways to
collaborate across the software delivery process
Leverage social networking
capabilities to enable broader and
richer participation in software
projects
Collaborate Virtualize quot;team memoryquot; to
Drive organizational overcome geographic and temporal
consensus on priorities gaps in the software lifecycle
and improve workforce
productivity
Enable flexible, global resourcing
and energy-saving workplace
models
Enterprise Modernization 19
20. IBM Software Group | Rational software
In Context collaboration
Project
Manager
Developer /
Build Engineer
Tester
Enterprise Modernization 20
21. IBM Software Group | Rational software
To increase efficiency, look for ways to automate
the business process of software delivery
Improve productivity and reduce
headcount
Standardize processes and
automate repetitive tasks to
Automate improve team efficiency while
Lower costs and improve reducing time to value
quality by automating
workflow based on
real-time information
Enhance regulatory compliance
through self documenting data and
workflows
Enterprise Modernization 21
22. IBM Software Group | Rational software
Process Awareness
Project
Manager
Developer /
Build Engineer
Tester
Enterprise Modernization 22
23. IBM Software Group | Rational software
To ensure progress towards business outcomes,
look at how to report on the software delivery process
Make better informed decisions
by leveraging the real-time
instrumentation of the software
delivery process
Leverage metrics for continuous
individual and team capability
Report improvement
Continuously improve by
measuring progress
against desired business
outcomes Gain insight into a projects which
span organizational and
geographic boundaries with
minimal disruption
Enterprise Modernization 23
24. IBM Software Group | Rational Software
Application Management and Modernisation Solutions
Aimed at Customers with:
Escalating or Permanently High Costs – Most spend too much time and resource on maintaining old
applications (up to 80% of IT budget is maintenance)
Desire to Innovate and Gain a Competitive Edge –In the current economic conditions IT needs to enable the
business to differentiate and react speedily as those conditions change – yet resource available to do so is tied up
in the existing applications.
Proven, Available Solutions - whichever direction the process takes you, secure risk free and productive support
solutions are essential.
Real Solutions:
Organisations can do two things outside the scope of this discussion - nothing (and pay for ever increasing
costs) and replace everything by buying packages or outsourcing totally
Once the applications are there are four other options which can to be discussed in detail –each will bring
its own set of returns :
• “Update” – Increase the support of the business and the business throughput by improving the user
experience (both look and feel and navigation)
• “Optimise” – Make it easier (and cheaper) to maintain the back-end applications. This can also support
Application or Package retirement in a managed way (eg full impact known and understood with a mediation
process in place for ensuring continuity of service [and services])
• “Convert” – Move the existing applications ‘as is’ to a new platform using automated tooling. Often
• ..and “Re-write” – Start again but making use of the existing assets and extracted designs. Move to a ‘write
once, use many times’ environment, increaing quality and lowering costs
…but first there needs to be a management framework in place.
Page 24
25. IBM Software Group | Rational Software
The Four Options…
Updated
Modern
Application
Screens R (Java)
Update “look
B
& feel” Transformation/ D
Portal Conversion or Updated
R Application
Older, A (COBOL)
Refactoring Expensive D
“Rationalised” to
Efficient Updated
Version
Maintain &
Application
of the Inflexible (Java EJB)
Application (legacy)
Applications
Reusable
Components
or Re-Build or RAD
Extract or
Services New
Design RBD
Application
SOA
Page 25
26. IBM Software Group | Rational Software
Enterprise Modernisation in a Managed Framework
Application How do we decide Now we know what
Modernisation where we should we are going to do
Propositions start? Which first first and why, which
-Update steps will be low risk tools are we going to
and high return? use? What services
-Optimise
do we need?
-Rewrite
-Convert Next
Project
Loop
Back
Where are we starting
from? Do we have a picture Have we got a suitable How are we going to
of the current Architecture? Management Process for document the
All the portfolio? Do we the Projects in place? Will requirements?
know which Business we have visibility of ..through to – How
processes are involved? progress (whoever is are we going to re-
doing the work)? test everything?
Page 26
27. IBM Software Group | Rational Software
Enterprise Modernisation – via Systems Architect,
Focal Point and Rational Team Concert
Application HATS, RAA,
Modernisation RAM, RAD,
Propositions Focal RBD, RDi, RDz,
-Update Conversion
-Optimise Point
Tools, …..
-Rewrite
-Convert Next
Project
Loop
Back
Systems ReqPro, Doors,
Architect Rational RRC, CC, CQ,
Team Synergy, RQM,
Concert QM portfolio,
…..
Page 27
28. IBM Software Group | Rational Software
Rational Portfolio in Modernisation Projects
Process Improvement
Manage RTC RMC
RPT RQM Test
For Portal
HATS
Requirements Automated
Conversion Tools
Update Convert
Watchfire Screens
Build
RRC Legacy
Enterprise Architecture
RAM -(Systems Architect)
Optimise Re-Write - “As Is” and “To Be”
Assets
Rational Analyse Design
Transformation SOA Architect Decisions?
Workbench
Focal Point
Page 28
29. IBM Software Group | Rational Software
Returns….
Return on Investment or Return on Assets?
Link to Gartner slides (Delivered at the Rational Executive Forum in April 09)
Implementing and using a product like Systems Architect will produce a Return on
Investment in the short term of 20 -30%; Managing your Application Portfolio actively and
effectively over a longer period of time will give the business a much larger Return on their
Assets – over the lifetimes of the assets
Returns can be calculated for each product deployed and for supporting a customer’s
overall investment but the returns are very much customer specific – we need to know the
“As Is” and the “To Be” to calculate the returns, whichever view is to be taken.
Returns are calculated by a combination of working with the customer, Proofs of
Technology and Concept and by comparing with experiences of similar customers.
The Measured Capability Improvement Framework
MCIF provides a structured approach to helping organisations identify improvement in the
core development practices that most impact business outcomes.
It is a services engagement involving key customer personnel that looks at the current
capabilities, what can be improved, how – and the returns to be expected
Jazz products.
A new set of benefits are developing for the Jazz products shown below which can be
summed up as “Return on your People as the most important Asset”
They start with the concept of Collaborate, Automate and Measure
We expect to measure all activities going forward to see the Returns as the
develop using Rational Insight
Page 29