This document outlines a structured approach to implementing outsourcing from both the service provider and client organization perspectives, with a focus on cloud computing. It describes four phases of an outsourcing relationship - initiation, delivery, completion, and ongoing management. Key capabilities for each phase are also identified, such as contracting, service design, performance management, and technology management. The document provides examples of activities within each phase and capability as well as lessons learned from common outsourcing problems. The overall approach is presented as a framework to help both service providers and clients successfully establish and manage outsourcing relationships.
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
Gain valuable insight into project management with a focus on managing IT projects. Acquire an understanding of how creating strategies and designing plans to deliver IT projects can provide consistent value and increased profits; if you are preparing to take on IT project management responsibilities.
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
Gain valuable insight into project management with a focus on managing IT projects. Acquire an understanding of how creating strategies and designing plans to deliver IT projects can provide consistent value and increased profits; if you are preparing to take on IT project management responsibilities.
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
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 architecture is a business driven disciplined process that decomposes the enterprise business goals and strategies, the assets and processes required to execute them as well as identify their impact on business goals. Business architecture provides a blueprint of the enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands.
Mario Vivas, CEO, River Horse
ITIL4 is out and everyone is eager to learn about the updates this release introduces. This session will summarize the key changes that ITIL4 presents with a focus on the more operational processes that organizations deliver on a day to day basis (Incident, Problem, Change and so on). The ServiceNow platform has a powerful set of baseline features and optional plugin functions that can help an organization align with the recommendations of ITIL4.
Please join us and Mario to learn about how you can start applying ITIL4 concepts in your ServiceNow implementations!
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Business Process Modelling PowerPoint Presentation SlidesSlideTeam
This PPT deck displays thirty four slides with in depth research. Our Business Process Modelling Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Process Modelling Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Best Practices for Data Center Migration Planning - August 2016 Monthly Webin...Amazon Web Services
Migrating large scale data centers to the cloud can be challenging and there are generally many ways to execute these projects successfully. Using the right AWS services and tools can help you lower migration risk and expense.. This webinar will recommend a project management and decision-making approach that will help you make the right AWS migration decisions while minimizing unnecessary expenses and maximizing ROI.
Learning Objectives:
• Understand how to apply the AWS Cloud Adoption Framework to migrations
• Understand financial considerations (ROI, CapEx versus OpEx, budgeting for overlapping expenses)
• Learn a method for prioritization of workloads (both technical and financial)
• Understand how different project management approaches (Traditional, Kanban/Lean) can be used most effectively
• Learn how to lower project risk and difficulty using key AWS services (Snowball, Direct Connect, RDS, DMS)
• Learn how to define project completion criteria - when is a migration really done?
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
Portfolio Management Processes Flow in English - 3rd EditionRicardo Viana Vargas
The processes are separated into colors according to knowledge areas and process groups. Based on The Standard for Portfolio Management — Third Edition. Developed under permission from Project Management Institute.
Solution Architecture and Solution AcquisitionAlan McSweeney
This describes a systematised and structured approach to solution acquisition or procurement that involves solution architecture from the start. This allows the true scope of both the required and subsequently acquired solution are therefore fully understood. By using such an approach, poor solution acquisition outcomes are avoided.
Solution architecture provides the structured approach to capturing all the cost contributors and knowing the true solution scope.
There is more packaged/product/service-based solution acquisition activity. There is an increasing trend of solutions hosted outside the organisation. Meanwhile solution acquisition outcomes are poor and getting worse.
Poor solution acquisition has long-term consequences and costs.
The to-be-acquired solution needs to operate in and co-exist with an existing solution topography and the solution acquisition process needs to be aware of and take account of this wider solution topography. Cloud-based or externally hosted and provided solutions do not eliminate the need for the solution to exist within the organisation solution topography.
Strategic misrepresentation in solution acquisition is the deliberate distortion or falsification of information relating to solution acquisition costs, complexity, required functionality, solution availability, resource availability, time to implement in order to get solution acquisition approval. Strategic misrepresentation is very real and its consequences can be very damaging.
Solution architecture has the skills and experience to define the real scope of the solution being acquired. An effective structured solution acquisition process, well-implemented and consistently applied, means dependable and repeatable solution acquisition and successful outcomes.
A successful enterprise Journey to Cloud requires more than technical execution, and we’ll help you learn what to consider, the pitfalls and how to succeed. We’ve helped many companies – in Australia and globally – execute their digital vision and accelerate change on their Journey to Cloud. We’ll share some of their experiences to help you discover how an optimised migration can transform your business.
Speakers:
Chris Fleishmann, Managing Director, Journey to Cloud Chief Architect
Attilio Di Lorenzo, Senior manager, Journey to Cloud Architect
Outsourcing and Managed Services - Developing a Common Language Between Suppl...Alan McSweeney
Describe at a high-level a structured approach to implementing outsourcing/managed services from both service provider and end-user organisation
Provide a high-level view of a common set of processes to be used by service providers and end-user organisations to implement and operate an outsourcing/managed services arrangement
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
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 architecture is a business driven disciplined process that decomposes the enterprise business goals and strategies, the assets and processes required to execute them as well as identify their impact on business goals. Business architecture provides a blueprint of the enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands.
Mario Vivas, CEO, River Horse
ITIL4 is out and everyone is eager to learn about the updates this release introduces. This session will summarize the key changes that ITIL4 presents with a focus on the more operational processes that organizations deliver on a day to day basis (Incident, Problem, Change and so on). The ServiceNow platform has a powerful set of baseline features and optional plugin functions that can help an organization align with the recommendations of ITIL4.
Please join us and Mario to learn about how you can start applying ITIL4 concepts in your ServiceNow implementations!
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Business Process Modelling PowerPoint Presentation SlidesSlideTeam
This PPT deck displays thirty four slides with in depth research. Our Business Process Modelling Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Process Modelling Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Best Practices for Data Center Migration Planning - August 2016 Monthly Webin...Amazon Web Services
Migrating large scale data centers to the cloud can be challenging and there are generally many ways to execute these projects successfully. Using the right AWS services and tools can help you lower migration risk and expense.. This webinar will recommend a project management and decision-making approach that will help you make the right AWS migration decisions while minimizing unnecessary expenses and maximizing ROI.
Learning Objectives:
• Understand how to apply the AWS Cloud Adoption Framework to migrations
• Understand financial considerations (ROI, CapEx versus OpEx, budgeting for overlapping expenses)
• Learn a method for prioritization of workloads (both technical and financial)
• Understand how different project management approaches (Traditional, Kanban/Lean) can be used most effectively
• Learn how to lower project risk and difficulty using key AWS services (Snowball, Direct Connect, RDS, DMS)
• Learn how to define project completion criteria - when is a migration really done?
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
Portfolio Management Processes Flow in English - 3rd EditionRicardo Viana Vargas
The processes are separated into colors according to knowledge areas and process groups. Based on The Standard for Portfolio Management — Third Edition. Developed under permission from Project Management Institute.
Solution Architecture and Solution AcquisitionAlan McSweeney
This describes a systematised and structured approach to solution acquisition or procurement that involves solution architecture from the start. This allows the true scope of both the required and subsequently acquired solution are therefore fully understood. By using such an approach, poor solution acquisition outcomes are avoided.
Solution architecture provides the structured approach to capturing all the cost contributors and knowing the true solution scope.
There is more packaged/product/service-based solution acquisition activity. There is an increasing trend of solutions hosted outside the organisation. Meanwhile solution acquisition outcomes are poor and getting worse.
Poor solution acquisition has long-term consequences and costs.
The to-be-acquired solution needs to operate in and co-exist with an existing solution topography and the solution acquisition process needs to be aware of and take account of this wider solution topography. Cloud-based or externally hosted and provided solutions do not eliminate the need for the solution to exist within the organisation solution topography.
Strategic misrepresentation in solution acquisition is the deliberate distortion or falsification of information relating to solution acquisition costs, complexity, required functionality, solution availability, resource availability, time to implement in order to get solution acquisition approval. Strategic misrepresentation is very real and its consequences can be very damaging.
Solution architecture has the skills and experience to define the real scope of the solution being acquired. An effective structured solution acquisition process, well-implemented and consistently applied, means dependable and repeatable solution acquisition and successful outcomes.
A successful enterprise Journey to Cloud requires more than technical execution, and we’ll help you learn what to consider, the pitfalls and how to succeed. We’ve helped many companies – in Australia and globally – execute their digital vision and accelerate change on their Journey to Cloud. We’ll share some of their experiences to help you discover how an optimised migration can transform your business.
Speakers:
Chris Fleishmann, Managing Director, Journey to Cloud Chief Architect
Attilio Di Lorenzo, Senior manager, Journey to Cloud Architect
Outsourcing and Managed Services - Developing a Common Language Between Suppl...Alan McSweeney
Describe at a high-level a structured approach to implementing outsourcing/managed services from both service provider and end-user organisation
Provide a high-level view of a common set of processes to be used by service providers and end-user organisations to implement and operate an outsourcing/managed services arrangement
Forget Big Data. It's All About Smart DataAlan McSweeney
This proposes an initial smart data framework and structure to allow the nuggets of value contained in the deluge of largely irrelevant and useless data to be isolated and extracted. It enables your organisation to ask the questions to understand where it should be in terms of its data state and profile and what it should do to achieve the desired skills level across the competency areas of the framework.
Every organisation operates within a data landscape with multiple sources of data relating to its activities that is acquired, transported, stored, processed, retained, analysed and managed. Interactions across the data landscape generate primary data. When you extend the range of possible interactions business processes outside the organisation you generate a lot more data.
Smart data means being:
• Smart in what data to collect, validate and transform
• Smart in how data is stored, managed, operated and used
• Smart in taking actions based on results of data analysis including organisation structures, roles, devolution and delegation of decision-making, processes and automation
• Smart in being realistic, pragmatic and even skeptical about what can be achieved and knowing what value can be derived and how to maximise value obtained
• Smart in defining an achievable, benefits-lead strategy integrated with the needs business and in its implementation
• Smart in selecting the channels and interactions to include – smart data use cases
Smart data competency areas comprise a complete set of required skills and abilities to design, implement and operate an appropriate smart data programme.
This is a slide deck, which we've created for a Chameleon PA, is a short introduction to the benefits of outsourcing for small businesses, the pitfalls to look out for and how to get the ball rolling.
Outsourcing has become a critical part of the growth strategy of small businesses since it gives them the opportunity to be more competitive in the global marketplace while maintaining control over their overheads.
Technology gives small businesses easy access to the time, skills and experience of a vast network of resources which means they can offer their clients more comprehensive problem solving solutions.
The main problem most small businesses struggle with is to get into the mindset of outsourcing. You need to move from working IN your business to working ON your business and make outsourcing part of this process.
Trends in the commoditisation of information technology and the need for stra...Alan McSweeney
Understand exactly what is meant by the commoditisation of information technology and define a framework for achieving optimal business benefits from appropriate exploitation of commoditisation
Comprehensive And Integrated Approach To Project Management And Solution Deli...Alan McSweeney
Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
Effective solution delivery requires an integrated approach to projects across all key disciplines
Project portfolio management
Project management
Business analysis
Solution design
Having silos of expertise that do not communicate or co-operate leads to significant risk
Role of the CFO in Selecting and Implementing Enterprise SolutionsProformative, Inc.
Review the critical role and steps the CFO plays in the decision and implementation of an Enterprise solution to assure that the implementation, investment, and results are successful. Marketing Associates CFO Ryan Russell discusses the process their organization went through to eliminate and consolidate ten disparate legacy systems into a Professional Services Automation solution, which helped drive revenue growth by 34% over three years. In addition to revenue growth Marketing Associates improved operational efficiencies through automation of workflow, reporting metrics, and cash flow.
Speaker: Ryan Russell, CFO, Marketing Associates LLC
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Managing Change | Session: 2
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
Role of the CFO in Selecting and Implementing Enterprise Systems in a Profess...Changepoint
This presentation was originally given at the ProformaTECH Corporate Finance Technology Conference in 2014.
Ryan Russell, CFO, Marketing Associates, LLC discusses the role of the CFO in selecting and implementing enterprise systems in a professional services organization including:
- Exploring New Systems
- Methodology Overview
- Post Implementation / Continuous Improvement
- Dashboards and Analytics
RubiX ID - SOA Governance - Wouter de VriesRubiX BV
Presentatie van Wouter de Vries over SOA Governance op 6 april 2016 tijdens het RubiX ID. Wordt lid van onze SPIN community op http://www.meetup.com/spi-nl/ of kijk op www.rubix.nl. Deze presentatie is ook op video beschikbaar: https://youtu.be/BoWKwAuW85Q
Orthofix Improves its Financial Close and Consolidations with Oracle Cloud (A...Perficient, Inc.
Orthofix International, a global medical device company and a legacy Hyperion Financial Management customer, needed to improve its overall close process, providing better tools to employees, and minimize its infrastructure footprint. They partnered with Perficient to implement Oracle Hyperion Account Reconciliation Cloud Service (ARCS) and Financial Close Cloud Service (FCCS) to perform account reconciliations and manage the close process.
Orthofix and Perficient leaders discussed the implementation including lessons learned, benefits realized, and how these new applications could also benefit your organization.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
DevOps Transformation at Healthcare of Ontario Pension Plan (HOOPP)PagerDuty
HOOPP (Healthcare of Ontario Pension Plan) provides retirement security to hundreds of thousands of healthcare workers in Ontario. Due to changing business needs that necessitate greater IT agility, they’re undergoing a cloud migration and moving to a DevOps approach. Learn how HOOPP partners with PagerDuty to mitigate risk during cloud migration, improve IT-business alignment, and distribute operational ownership for greater speed and service reliability.
PeopleSoft Keynote: PeopleSoft Investment Strategy and RoadmapCedar Consulting
Hear from Oracle about ongoing investment in PeopleSoft. From User Experience to Analytics and Functional Enhancements to deploying PeopleSoft on the Cloud this session conveys how Oracle continues to invest in PeopleSoft.
The data architecture of solutions is frequently not given the attention it deserves or needs. Frequently, too little attention is paid to designing and specifying the data architecture within individual solutions and their constituent components. This is due to the behaviours of both solution architects ad data architects.
Solution architecture tends to concern itself with functional, technology and software components of the solution
Data architecture tends not to get involved with the data aspects of technology solutions, leaving a data architecture gap. Combined with the gap where data architecture tends not to get involved with the data aspects of technology solutions, there is also frequently a solution architecture data gap. Solution architecture also frequently omits the detail of data aspects of solutions leading to a solution data architecture gap. These gaps result in a data blind spot for the organisation.
Data architecture tends to concern itself with post-individual solutions. Data architecture needs to shift left into the domain of solutions and their data and more actively engage with the data dimensions of individual solutions. Data architecture can provide the lead in sealing these data gaps through a shift-left of its scope and activities as well providing standards and common data tooling for solution data architecture
The objective of data design for solutions is the same as that for overall solution design:
• To capture sufficient information to enable the solution design to be implemented
• To unambiguously define the data requirements of the solution and to confirm and agree those requirements with the target solution consumers
• To ensure that the implemented solution meets the requirements of the solution consumers and that no deviations have taken place during the solution implementation journey
Solution data architecture avoids problems with solution operation and use:
• Poor and inconsistent data quality
• Poor performance, throughput, response times and scalability
• Poorly designed data structures can lead to long data update times leading to long response times, affecting solution usability, loss of productivity and transaction abandonment
• Poor reporting and analysis
• Poor data integration
• Poor solution serviceability and maintainability
• Manual workarounds for data integration, data extract for reporting and analysis
Data-design-related solution problems frequently become evident and manifest themselves only after the solution goes live. The benefits of solution data architecture are not always evident initially.
Solution Architecture and Solution Estimation.pdfAlan McSweeney
Solution architects and the solution architecture function are ideally placed to create solution delivery estimates
Solution architects have the knowledge and understanding of the solution constituent component and structure that is needed to create solution estimate:
• Knowledge of solution options
• Knowledge of solution component structure to define a solution breakdown structure
• Knowledge of available components and the options for reuse
• Knowledge of specific solution delivery constraints and standards that both control and restrain solution options
Accurate solution delivery estimates are need to understand the likely cost/resources/time/options needed to implement a new solution within the context of a range of solutions and solution options. These estimates are a key input to investment management and making effective decisions on the portfolio of solutions to implement. They enable informed decision-making as part of IT investment management.
An estimate is not a single value. It is a range of values depending on a number of conditional factors such level of knowledge, certainty, complexity and risk. The range will narrow as the level of knowledge and uncertainty decreases
There is no easy or magic way to create solution estimates. You have to engage with the complexity of the solution and its components. The more effort that is expended the more accurate the results of the estimation process will be. But there is always a need to create estimates (reasonably) quickly so a balance is needed between effort and quality of results.
The notes describe a structured solution estimation process and an associated template. They also describe the wider context of solution estimates in terms of IT investment and value management and control.
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...Alan McSweeney
This analysis seeks to validate published COVID-19 mortality statistics using mortality data derived from general mortality statistics, mortality estimated from population size and mortality rates and death notice data
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...Alan McSweeney
This analysis looks at the changes in the numbers of priests and nuns in Ireland for the years 1926 to 2016. It combines data from a range of sources to show the decline in the numbers of priests and nuns and their increasing age profile.
This analysis consists of the following sections:
• Summary - this highlights some of the salient points in the analysis.
• Overview of Analysis - this describes the approach taken in this analysis.
• Context – this provides background information on the number of Catholics in Ireland as a context to this analysis.
• Analysis of Census Data 1926 – 2016 - this analyses occupation age profile data for priests and nuns. It also includes sample projections on the numbers of priests and nuns.
• Analysis of Catholic Religious Mortality 2014-2021 - this analyses death notice data from RIP.ie to shows the numbers of priests and nuns that have died in the years 2014 to 2021. It also looks at deaths of Irish priests and nuns outside Ireland and at the numbers of countries where Irish priests and nuns have worked.
• Analysis of Data on Catholic Clergy From Other Sources - this analyses data on priests and nuns from other sources.
• Notes on Data Sources and Data Processing - this lists the data sources used in this analysis.
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
Solution Architecture And Solution SecurityAlan McSweeney
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
This paper describes how technologies such as data pseudonymisation and differential privacy technology enables access to sensitive data and unlocks data opportunities and value while ensuring compliance with data privacy legislation and regulations.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation.
Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value.
These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data.
There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data:
• Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed
• Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data
• Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data
These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases
The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required.
Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic.
Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt.
The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics.
The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution.
The complete solution security view should refer explicitly to the components and their controls.
While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions.
There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security.
Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks.
Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation.
The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components.
Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
Data Profiling, Data Catalogs and Metadata HarmonisationAlan McSweeney
These notes discuss the related topics of Data Profiling, Data Catalogs and Metadata Harmonisation. It describes a detailed structure for data profiling activities. It identifies various open source and commercial tools and data profiling algorithms. Data profiling is a necessary pre-requisite activity in order to construct a data catalog. A data catalog makes an organisation’s data more discoverable. The data collected during data profiling forms the metadata contained in the data catalog. This assists with ensuring data quality. It is also a necessary activity for Master Data Management initiatives. These notes describe a metadata structure and provide details on metadata standards and sources.
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...Alan McSweeney
This document compares published COVID-19 mortality statistics for Ireland with publicly available mortality data extracted from informal public data sources. This mortality data is taken from published death notices on the web site www.rip.ie. This is used a substitute for poor quality and long-delayed officially published mortality statistics.
Death notice information on the web site www.rip.ie is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data and the level of detail is very low. However, the extraction of death notice data and its conversion into a usable and accurate format requires a great deal of processing.
The objective of this analysis is to assess the accuracy of published COVID-19 mortality statistics by comparing trends in mortality over the years 2014 to 2020 with both numbers of deaths recorded from 2020 to 2021 and the COVID-19 statistics. It compares number of deaths for the seven 13-month intervals:
1. Mar 2014 - Mar 2015
2. Mar 2015 - Mar 2016
3. Mar 2016 - Mar 2017
4. Mar 2017 - Mar 2018
5. Mar 2018 - Mar 2019
6. Mar 2019 - Mar 2020
7. Mar 2020 - Mar 2021
It focuses on the seventh interval which is when COVID-19 deaths have occurred. It combines an analysis of mortality trends with details on COVID-19 deaths. This is a fairly simplistic analysis that looks to cross-check COVID-19 death statistics using data from other sources.
The subject of what constitutes a death from COVID-19 is controversial. This analysis is not concerned with addressing this controversy. It is concerned with comparing mortality data from a number of sources to identify potential discrepancies. It may be the case that while the total apparent excess number of deaths over an interval is less than the published number of COVID-19 deaths, the consequence of COVID-19 is to accelerate deaths that might have occurred later in the measurement interval.
Accurate data is needed to make informed decisions. Clearly there are issues with Irish COVID-19 mortality data. Accurate data is also needed to ensure public confidence in decision-making. Where this published data is inaccurate, this can lead of a loss of this confidence that can exploited.
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...Alan McSweeney
This analysis looks at the potential impact that large numbers of electric vehicles could have on electricity demand, electricity generation capacity and on the electricity transmission and distribution grid in Ireland. It combines data from a number of sources – electricity usage patterns, vehicle usage patterns, electric vehicle current and possible future market share – to assess the potential impact of electric vehicles.
It then analyses a possible approach to electric vehicle charging where the domestic charging unit has some degree of decentralised intelligence and decision-making capability in deciding when to start vehicle charging to minimise electricity usage impact and optimise electricity generation usage.
The potential problem to be addressed is that if large numbers of electric cars are plugged-in and charging starts immediately when the drivers of those cars arrive home, the impact on demand for electricity will be substantial.
Operational Risk Management Data Validation ArchitectureAlan McSweeney
This describes a structured approach to validating data used to construct and use an operational risk model. It details an integrated approach to operational risk data involving three components:
1. Using the Open Group FAIR (Factor Analysis of Information Risk) risk taxonomy to create a risk data model that reflects the required data needed to assess operational risk
2. Using the DMBOK model to define a risk data capability framework to assess the quality and accuracy of risk data
3. Applying standard fault analysis approaches - Fault Tree Analysis (FTA) and Failure Mode and Effect Analysis (FMEA) - to the risk data capability framework to understand the possible causes of risk data failures within the risk model definition, operation and use
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...Alan McSweeney
These notes describe a generalised data integration architecture framework and set of capabilities.
With many organisations, data integration tends to have evolved over time with many solution-specific tactical approaches implemented. The consequence of this is that there is frequently a mixed, inconsistent data integration topography. Data integrations are often poorly understood, undocumented and difficult to support, maintain and enhance.
Data interoperability and solution interoperability are closely related – you cannot have effective solution interoperability without data interoperability.
Data integration has multiple meanings and multiple ways of being used such as:
- Integration in terms of handling data transfers, exchanges, requests for information using a variety of information movement technologies
- Integration in terms of migrating data from a source to a target system and/or loading data into a target system
- Integration in terms of aggregating data from multiple sources and creating one source, with possibly date and time dimensions added to the integrated data, for reporting and analytics
- Integration in terms of synchronising two data sources or regularly extracting data from one data sources to update a target
- Integration in terms of service orientation and API management to provide access to raw data or the results of processing
There are two aspects to data integration:
1. Operational Integration – allow data to move from one operational system and its data store to another
2. Analytic Integration – move data from operational systems and their data stores into a common structure for analysis
Ireland 2019 and 2020 Compared - Individual ChartsAlan McSweeney
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Analysis of Irish Mortality Using Public Data Sources 2014-2020Alan McSweeney
This describes the use of published death notices on the web site www.rip.ie as a substitute to officially published mortality statistics. This analysis uses data from RIP.ie for the years 2014 to 2020.
Death notice information is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data.
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
2. Objectives
• Describe a structured approach to implementing
outsourcing from both service provider and end-user
organisation perspective in the context of cloud computing
(and more generally)
April 5, 2010 2
3. Agenda
• Introduction
• Outsourcing for Service Providers
• Outsourcing for End-User Organisations
April 5, 2010 3
5. Scope
• In the context of cloud computing, the scope of this material is related to Public
Cloud, a shared infrastructure, elements of which may or may not be dedicated,
located away from the organisation’s premises accessible to other organisations
and with multiple tenants
• Moving systems/applications/data to a service provider, in whatever format,
constitutes outsourcing/managed service
− IaaS - Infrastructure as a Service
− PaaS - Platform as a Service
− SaaS - Software as a Service
− STaaS - Storage as a Service
− BRaaS - Backup and recovery as a Service
• The business relationship needs to be managed as an outsourcing/managed
services arrangement
• Failure to do so will lead to problems
• Cloud computing is not just a technology arrangement – it is a business services
relationship
• Do not ignore or underestimate the business nature of the relationship
April 5, 2010 5
6. Types of Outsourcing and Types of Cloud-Based
Services
• Rough classification of types of public cloud-based services and
types of outsourcing/managed services
Business Process Knowledge Application Network Infrastructure
Outsourcing (BPO) Process Service Provider Managed Services Managed Services
Outsourcing (KPO) (ASP)
IaaS
(Infrastructure as
a Service)
PaaS (Platform as
a Service)
SaaS (Software as
a Service)
STaaS (Storage as
a Service)
BRaaS (Backup
and recovery as a
Service)
April 5, 2010 6
7. What is Outsourcing
• Outsourcing is delegating the responsibility for performing
an information technology or business function to a third
party
• You outsource because the outsourcing supplier will do:
− What the organisation currently does
− At the same or better level of performance
− For the same or lower price
April 5, 2010 7
8. Reasons Organisations Outsource
Reduce And Control Operating
17%
Costs
Improve Company Focus 16%
Gain Access To World-Class
12%
Capabilities
Free Resources For Other
12%
Purposes
Resources Not Available
8%
Internally
Reduce Time To Market 6%
Take Advantage Of
6%
Capabilities
Accelerate Reengineering
4%
Benefits
Share Risks 3%
Function Difficult To Manage
3%
Or Out Of Control
April 5, 2010 8
9. Scope
• Not concerned with the advantages, disadvantages, merits,
demerits, rights, wrongs of outsourcing
• Concerned with outlining a structure that will enable you to get the
relationship right, either as a service provider or an end-user
• Describe a generalised approach that can be modified to suit
requirements of type of outsourcing and of both service providers
and client organisations
• Migrating applications to a public/virtual private cloud no different
from any other outsourcing arrangement
• Non-technology issues – people, process and management -
dominate
• No reason to believe that public cloud implementation will be
different from that of other outsourcing experiences
April 5, 2010 9
10. Scope
• Not exclusively concerned with public cloud-based services
as outsourcing
− General notes on all forms of outsourcing
• Provide a common language for outsourcing organisations
and service providers
• Provide a common understanding of roles, responsibilities
to increase the chances of a successful relationship
April 5, 2010 10
11. Outsourcing Planning
• Structured approach can form the basis for an outsourcing
implementation plan for both service providers and for
companies performing outsourcing
April 5, 2010 11
12. Sample Service Transfer Plan – Outsourcing Service
Provider
• Plan subset
• Based on activities
− 1 Service Transfer
• 1.1 Resources
Transferred In
• 1.2 Personnel
Transferred In
• 1.3 Service Continuity
April 5, 2010 12
13. Sample Service Transfer Plan – Outsourcing
Organisation
• Plan subset
• Based on activities
− 1 Outsourcing
Opportunity Analysis
• 1.1 Define Current
State
• 1.2 Outsourcing
Criteria
• 1.3 Demand
Identification
• 1.4 Outsourcing
Options
April 5, 2010 13
14. Where Outsourcing Problems Happen
• Inadequate Preparation = Savings Start Here
• Flawed Service Provider Selection = Project Failure Starts
Here
• Unclear Contract = Conflict Begins Here
• Wrong Performance Measurement = Management Failure
Starts Here
• Ineffective Ongoing Management = Service Delivery
Problems Start Here
April 5, 2010 14
15. Lessons Learned from Outsourcing Problems
• Smoothly Transferring Services And Resources
− Common cause of failure is the ineffective management of the transfer of services and
resources to the service provider, leading to service delivery problems
− Successful service providers rigorously control the transfer of services and resources to
ensure that the new service is able to adequately deliver the service and the service
continuity is maintained.
• Maintaining Stakeholder Expectations
− Common source of failure in outsourcing engagements is a difference in expectations
between the client, the service provider and the suppliers and partners
− Identifying and managing those expectations helps to ensure a common understanding
of what is necessary for success
• Translating Implicit And Explicit Needs Into Defined Requirements With Agreed
Upon Levels Of Quality
− Frequent cause of failure in outsourcing is that the service provider does not fully
understand the needs of the client
− Successful service providers rigorously gather and analyse the stated and unstated
needs, then translate those needs into a set of documented requirements
− Successful service providers also recognise that needs change over time and establish
provisions for gathering and analysing modifications to their services
April 5, 2010 15
16. Lessons Learned from Outsourcing Problems
• Reviewing Service Design And Deployment To Ensure An Adequate
Coverage Of The Client’s Requirements
− Failure in outsourcing is caused by the service provider not fully addressing the
needs of the client
− To ensure that the service delivery will meet the client’s needs successful
engagements include rigorous reviews of the service design and deployment
activities by the clients and the service provider prior to service delivery
• Managing Client’s Security
− Managing security and controlling critical data and assets are critical to
establishing trust
− Security management includes protection of intellectual property,
confidentiality and privacy concerns
• Monitoring And Controlling Activities To Consistently Meet The
Service Delivery Commitments
− Successful service providers rigorously monitor their service delivery activities
to ensure that the client’s commitments are being met
− Actions are taken to resolve and prevent problems, thereby escalating issues
as appropriate to ensure that they are addressed in a timely basis
April 5, 2010 16
17. Lessons Learned from Outsourcing Problems
• Monitoring And Managing Client’s And End User’s Satisfaction
− Success is not always defined in terms of meeting the agreed upon commitments,
because clients and end users may be unsatisfied even when commitments are being
met
− Successful outsourcing engagements monitor the satisfaction levels of the stakeholders
to identify problems and take action
• Managing Employee Satisfaction, Motivation, And Retention
− IT-enabled outsourcing often involves challenges during transition, deployment and
service delivery
− High employee turnover jeopardises the service provider’s ability to meet its client’s
requirements and undermines their expected gains and performance levels
− Proactively monitoring and managing employee satisfaction and motivation can
improve personnel retention and effectiveness
• Managing Technological Shifts And Maintaining The Availability, Reliability,
Accessibility, And Security Of Technology
− Technology is a key component of outsourcing
− Major challenges for the service provider include keeping pace with rapid changes in
technology and effectively managing the technology infrastructure while changes are
incorporated
April 5, 2010 17
18. Outsourcing/Managed Services Does Have
Advantages
• Better use of personnel allows organisations to focus human
resources on core services
• Cost savings by not building and supporting IT and network
infrastructure and using capital to purchase needed service levels
and reduce total cost of ownership
• Ability to use most appropriate technologies
• Enables faster response to changes as the supplier is measured by
ability to produce solutions
• But it must be defined as you cannot achieve what has not been
defined
• Provision of managed service must be based on trust and common
goals
April 5, 2010 18
19. Outsourcing Experiences
• 13% to 25% of outsourcing contracts are brought in-house
within the first two years
• Buyers replace 80% of their service contractors in the first
three years
• Contractors turn over 40% of their contracts each year, on
average
• Nearly 70% outsourcing organisations feel their service
provider does adequately understand what they are
supposed to do
• Is there any reason to believe these experiences will not be
replicated by public cloud-based services and
implementations?
April 5, 2010 19
20. Hidden Costs of Outsourcing
• Transfer of knowledge
− Processes and procedures
− Documentation
− Personal knowledge
• Quality issues and their resolution
− Inspection programmes
− Sustaining quality programmes
− Cost of rework
• Communication
− Poor customer service
− Daily operational issues
April 5, 2010 20
22. Phases of Outsourcing Relationship
Ongoing
Initiation Delivery Completion
April 5, 2010 22
23. Phases of Outsourcing Relationship
• Every outsourcing relationship has four phases
− Initiation – prepare for and transition to provision of service
− Delivery – provide service and manage and measure its provision
− Completion – close-out the service after the contract ends or the
service has been terminated
− Ongoing – management of outsourcing lifecycle
April 5, 2010 23
24. Initiation Phase
• Concerned with preparation for and initiation of service delivery
− Gather requirements
− Perform due diligence to validate customer information
− Assess if and how the requirements can be met
− Prepare for negotiation
− Negotiate and sign contract
− Confirm assumptions
− Confirm responsibilities and commitments
− Design the service
− Review the service design
− Create service specification
− Deploy the service
− Transfer resources - personnel, technology, infrastructure, applications
− Transition of service
April 5, 2010 24
25. Delivery Phase
• Concerned with service delivery including management of
service delivery, verification that commitments are being
met and management of costs associated with the service
provision
− Planning and tracking the service delivery activities
− Delivering services according to the agreed commitments
− Managing the finances associated with the service delivery
− Identifying and controlling modifications to the services being
provided
− Identifying and controlling modifications to associated service
commitments
− Identifying problems that impact the service delivery and taking
both preventive and corrective actions
April 5, 2010 25
26. Completion Phase
• Concerned with closing down the engagement at the end
of the outsourcing lifecycle
− Manage the transfer of resources to the new service provider,
whether it is to the client or to another service provider
− Ensure service continuity during transfer
− Identify and transferring the knowledge critical for the delivery of
service
April 5, 2010 26
27. Ongoing Phase
• Management functions that need to be performed during
the entire outsourcing lifecycle
− Manage and motivate personnel to effectively deliver services
− Manage relationships with clients, suppliers and business partners
− Measure and review the organisation’s performance and taking
action to improve it
− Manage information and knowledge systems so that personnel
have access to the knowledge needed to effectively perform their
work
− Identify and control threats to the organisation’s ability to meet
its objectives and client requirements
− Manage the technology, systems and applications infrastructure
used to support delivery of service
April 5, 2010 27
28. Key Capabilities Within Outsourcing Lifecycle
People Performance Relationship Technology
Management Management Management Management
Knowledge Threat
Management Ongoing Management
Initiation Delivery Completion
Service Design
Service Service Service
Contracting and
Transfer Delivery Transfer
Deployment
April 5, 2010 28
29. Key Capabilities and Constituent Practices
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
5.2 Provide 8.2 Select
1.2 Personnel 3.2 Design and 6.2 Participation 7.2 Verify 9.2 Technology 10.2 Engagement
2.2 Pricing 4.2 Train Clients Required Suppliers and
Transferred In Deploy Service in Decisions Processes Licenses Risk
Information# Partners
2.3 Confirm 8.3 Manage
1.3 Service 3.3 Plan Design 4.3 Deliver 5.3 Knowledge 6.3 Work 7.3 Adequate 9.3 Control 10.3 Risk Across
Existing Suppliers and
Continuity and Deployment Service System Environment Resources Technology Engagements
Conditions Partners
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
9.6 Proactively 10.6 Statutory
1.6 Knowledge 2.6 Gather 3.6 Design 4.6 Prevent 6.6 Workforce 7.6 Make 8.6 Client
5.6 Reuse Introduce and Regulatory
Transferred Out Requirements Feedback Known Problems Competencies Improvements Relationships
Technology Compliance
7.7 Achieve 8.7 Supplier and
2.7 Review 4.7 Service 5.7 Version and 6.7 Plan and 10.7 Disaster
3.7 Verify Design Organisational Partner
Requirements Modifications Change Control Deliver Training Recovery
Objectives Relationships
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
2.9 Contract 6.9 Performance
7.9 Benchmark
Roles Feedback
6.10 7.10 Prevent
2.10 Create
Performance Potential
Contracts
Feedback Problems
2.11 Amend 7.11 Deploy
6.11 Rewards
Contracts Innovations
April 5, 2010 29
30. Key Capabilities and Constituent Practices
• Idealised set of steps for a service provider to perform
when taking on a new outsourcing client
• Provides a detailed checklist of work to be done
• Each practices contains a set of activities and tasks
• Can be modified to suit the circumstances: scope of
outsourcing, size of client, duration of contract
• Can forms the basis of a project plan for elements of
outsourcing work such as initiation
• Reduces risk of failure
• Demonstrates professionalism to potential clients
April 5, 2010 30
31. Key Issues For Successful Outsourcing
• Many outsourcing relationships fail, are terminated early,
are unsatisfactory to either or both of the service provider
and the client
• Outsourcing is a business issues and should be treated as
such
• Many common issues, problems and concerns arise across
outsourcing contracts
• Learn from the issues to avoid them
April 5, 2010 31
32. Key Issues For Successful Outsourcing
1. Establishing and maintaining trust with stakeholders
2. Managing stakeholder expectations
3. Translating implicit and explicit needs into defined requirements with agreed-
upon levels of quality
4. Establishing well-defined contracts with stakeholders, including clients, suppliers
and partners
5. Reviewing service design and deployment to ensure adequate coverage of the
requirements
6. Ensuring the effectiveness of interactions with stakeholders
7. Managing supplier and partner relationships to ensure that commitments are
met
8. Ensuring compliance with statutory and regulatory requirements
9. Managing clients’ security
10. Managing cultural differences between stakeholders
11. Monitoring and controlling activities to consistently meet the service delivery
commitments
April 5, 2010 32
33. Key Issues For Successful Outsourcing
12. Monitoring and managing clients’ and end-users’ satisfaction
13. Building and maintaining the competencies that enable personnel to effectively
perform their roles and responsibilities
14. Managing employee satisfaction, motivation and retention
15. Establishing and maintaining an effective work environment
16. Maintaining a competitive advantage
17. Innovating, building flexibility and increasing responsiveness to meet unique
and evolving client requirements
18. Managing rapid technological shifts and maintaining the availability, reliability,
accessibility and security of technology
19. Capturing and using knowledge
20. Smoothly transferring services and resources
21. Maintaining continuity of the service delivery
22. Capturing and transferring knowledge gained to the client during contract
completion
23. Measuring and analysing the reasons for termination, to prevent reoccurrence
April 5, 2010 33
34. Issue 1 - Establishing And Maintaining Trust With
Stakeholders
• Building a trusting relationship with stakeholders is critical
to success
• Important for all suppliers and partners involved in the
outsourcing relationship – hardware, software,
communications, services
• By effectively managing expectations and responding to
personnel, clients and end-users, service provider
establishes trust with its stake- holders to help establish
long-term relationships
April 5, 2010 34
35. Issue 2 - Managing Stakeholder Expectations
• Differences in expectations between the client, the service
provider and the suppliers and partners is a common
source of failure
• Identifying and managing those expectations helps to
ensure a common understanding of what is necessary for
success
April 5, 2010 35
36. Issue 3 - Translating Implicit And Explicit Needs Into Defined
Requirements With Agreed-Upon Levels Of Quality
• Frequent cause of failure in outsourcing is that the service
provider does not fully understand the needs of the client
− Inability of clients to adequately express their needs
− Lack of rigor by the service provider in gathering and analysing
those needs
• Successful service providers rigorously gather and analyse
the stated and unstated needs
− Translate those needs into a set of documented requirements
• Successful providers also recognise that needs change over
time and establish provisions for gathering and analysing
modifications to their services
April 5, 2010 36
37. Issue 4 - Establishing Well-Defined Contracts With
Stakeholders, Including Clients, Suppliers And Partners
• Poorly written contracts are a common cause of failure
and result in a large number of contracts being
renegotiated
• Outsourcing arrangements are typically long-term in
nature and require contracts that are clear and detailed as
well as being flexible enough to account for business
changes
• Formal mechanisms are required in order for the provider
to identify changing needs, modify services based on those
changes and amend contracts to reflect the current
requirements and commitments
April 5, 2010 37
38. Issue 5 - Reviewing Service Design And Deployment
To Ensure Adequate Coverage Of The Requirements
• Failure in outsourcing can be caused by the service
provider not fully addressing the needs of the client
• To ensure that the service delivery will meet the client’s
needs, successful engagements include rigorous reviews of
the service design and deployment activities by the clients
and the service provider prior to service delivery
April 5, 2010 38
39. Issue 6 - Ensuring The Effectiveness Of Interactions
With Stakeholders
• Large-scale outsourcing often involves a combination of
face-to-face and remote interactions
• Interactions with clients need to be managed in order to
effectively understand their needs
• Clear communications with all stakeholders can have a
strong positive impact on the ability to effectively perform
work
April 5, 2010 39
40. Issue 7 - Managing Supplier And Partner
Relationships To Ensure That Commitments Are Met
• Outsourcing engagements can include multiple service
providers working together to meet the client’s needs
• Regardless of the type of relationship suppliers and
partners can have a significant impact on the effectiveness
of the service delivery and they must be actively managed
April 5, 2010 40
41. Issue 8 - Ensuring Compliance With Statutory And
Regulatory Requirements
• Service providers are often faced with the need to comply
with a large variety of laws and regulations
• Effectively operating in this environment requires rigorous
analysis and management of all applicable legal
requirements to protect themselves and their clients
April 5, 2010 41
42. Issue 9 - Managing Clients’ Security
• Managing security and controlling critical data and assets
are critical to establishing trust
• Security management includes protection of intellectual
property, confidentiality and privacy concerns
• Breakdowns, such as security breaches, can impact the
service provider’s ability to provide adequate service and
can irreparably damage the relationship with the client
April 5, 2010 42
43. Issue 10 - Managing Cultural Differences Between
Stakeholders
• In large-scale outsourcing there are many potential
cultural differences between service providers, clients,
end-users, suppliers and partners
• These include differences between country, region and
organisational culture
• These differences need to be identified and addressed in
order to guard against breakdowns in communication
April 5, 2010 43
44. Issue 11 - Monitoring And Controlling Activities To
Consistently Meet The Service Delivery Commitments
• Successful service providers monitor their service delivery
activities to ensure that the client’s commitments are
being met
• Actions are taken to resolve and prevent problems,
thereby escalating issues as appropriate to ensure that
they are addressed in a timely basis
April 5, 2010 44
45. Issue 12 - Monitoring And Managing Clients’ And
End-Users’ Satisfaction
• Success is not always defined in terms of meeting the
agreed-upon commitments because clients and end-users
may be unsatisfied even when commitments are being
met
• Successful outsourcing engagements monitor the
satisfaction levels of the stakeholders to identify problems
and take action
April 5, 2010 45
46. Issue 13 - Building And Maintaining The Competencies That
Enable Personnel To Effectively Perform Their Roles And
Responsibilities
• Outsourcing is often highly dependant on specialised
competencies without which personnel cannot effectively
perform the work assigned to them
• Service providers need to manage the competencies of
individuals as well as the workforce as a whole in order to
ensure that work is effectively performed and that the
client’s requirements are met.
April 5, 2010 46
47. Issue 14 - Managing Employee Satisfaction,
Motivation And Retention
• IT-enabled outsourcing often involves challenges during
transition and deployment and service delivery
• High employee turnover jeopardises the service provider’s
ability to meet its clients’ requirements and undermines
their expected gains and performance levels
• Proactively monitoring and managing employee
satisfaction and motivation can improve personnel
retention and effectiveness
April 5, 2010 47
48. Issue 15 - Establishing And Maintaining An Effective
Work Environment
• A work environment that is well suited to the service being
delivered enables personnel to effectively perform their
work
• Also contributes to employee satisfaction and retention
April 5, 2010 48
49. Issue 16 - Maintaining A Competitive Advantage
• Service providers need to effectively demonstrate their
capabilities relative to competitors
• Initially done to differentiate the service provider from the
competition in such a way that they will be chosen over
other providers
• Done to continually improve the organisation’s capabilities
and demonstrate to clients that the current service
provider is the organisation best equipped to meet clients’
changing needs
• Important aspect of being competitive is demonstrating
financial stability and longevity
April 5, 2010 49
50. Issue 17 - Innovating, Building Flexibility and Increasing
Responsiveness To Meet Unique And Evolving Client
Requirements
• Successful outsourcing engagements are those where the
service provider is able to be flexible and responsive to
clients’ changing needs
• Adopting innovations is one way to add value and meet
new needs
• Actively manage the performance of the organisation and
continuously improve its capabilities
April 5, 2010 50
51. Issue 18 - Managing Rapid Technological Shifts And
Maintaining The Availability, Reliability, Accessibility And
Security Of Technology
• Technology is a key component of IT outsourcing such as
public cloud
• Challenges for the service provider include keeping pace
with rapid changes in technology and effectively managing
the technology infrastructure while changes are
incorporated
April 5, 2010 51
52. Issue 19 - Capturing And Using Knowledge
• Managing knowledge is critical to a service provider’s
ability to avoid rework and improve the consistency and
quality of work performed by personnel
• includes the effective storage, retrieval and use of
knowledge gained on engagements
April 5, 2010 52
53. Issue 20 - Smoothly Transferring Services And
Resources
• A common cause of failure in outsourcing is the ineffective
management of the transfer of services and resources to
and from the service provider leading to service delivery
problems
• Successful service providers rigorously control the transfer
of services and resources to ensure that the new service
provider is able to adequately deliver the service and that
service continuity is maintained
April 5, 2010 53
54. Issue 21 - Maintaining Continuity Of The Service
Delivery
• Effectiveness of outsourcing is related to the service
provider’s ability to maintain service continuity despite any
problems that arise
• Successful providers manage service continuity by
effectively controlling and preventing problems during
service delivery, preparing and responding to threats and
coordinating the transfer of service during periods of
transition
April 5, 2010 54
55. Issue 22 - Capturing And Transferring Knowledge
Gained To The Client During Contract Completion
• Frequent concern of clients who consider outsourcing is
that in-house knowledge will be eroded, making it
impossible to bring outsourced services back in-house
• Successful service providers address this concern by
making provisions for capturing and transferring
knowledge back to the client during contract completion
April 5, 2010 55
56. Issue 23 - Measuring And Analysing The Reasons for
Termination to prevent Reoccurrence
• Termination may happen for a number of reasons,
including an inability of the service provider to meet
changing client needs, resolve problems, meet
commitments, or match the capabilities of competitors
• Analysing the reasons for termination and taking action
based on the findings helps to prevent issues from
recurring with other clients and ensure the long-term
success of the service provider
April 5, 2010 56
57. Key Capabilities and Constituent Practices
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
5.2 Provide 8.2 Select
1.2 Personnel 3.2 Design and 6.2 Participation 7.2 Verify 9.2 Technology 10.2 Engagement
2.2 Pricing 4.2 Train Clients Required Suppliers and
Transferred In Deploy Service in Decisions Processes Licenses Risk
Information# Partners
2.3 Confirm 8.3 Manage
1.3 Service 3.3 Plan Design 4.3 Deliver 5.3 Knowledge 6.3 Work 7.3 Adequate 9.3 Control 10.3 Risk Across
Existing Suppliers and
Continuity and Deployment Service System Environment Resources Technology Engagements
Conditions Partners
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
9.6 Proactively 10.6 Statutory
1.6 Knowledge 2.6 Gather 3.6 Design 4.6 Prevent 6.6 Workforce 7.6 Make 8.6 Client
5.6 Reuse Introduce and Regulatory
Transferred Out Requirements Feedback Known Problems Competencies Improvements Relationships
Technology Compliance
7.7 Achieve 8.7 Supplier and
2.7 Review 4.7 Service 5.7 Version and 6.7 Plan and 10.7 Disaster
3.7 Verify Design Organisational Partner
Requirements Modifications Change Control Deliver Training Recovery
Objectives Relationships
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
2.9 Contract 6.9 Performance
7.9 Benchmark
Roles Feedback
6.10 7.10 Prevent
2.10 Create
Performance Potential
Contracts
Feedback Problems
2.11 Amend 7.11 Deploy
6.11 Rewards
Contracts Innovations
April 5, 2010 57
58. 1 Service Transfer - Activities
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
5.2 Provide 8.2 Select
1.2 Personnel 3.2 Design and 6.2 Participation 7.2 Verify 9.2 Technology 10.2 Engagement
2.2 Pricing 4.2 Train Clients Required Suppliers and
Transferred In Deploy Service in Decisions Processes Licenses Risk
Information# Partners
2.3 Confirm 8.3 Manage
1.3 Service 3.3 Plan Design 4.3 Deliver 5.3 Knowledge 6.3 Work 7.3 Adequate 9.3 Control 10.3 Risk Across
Existing Suppliers and
Continuity and Deployment Service System Environment Resources Technology Engagements
Conditions Partners
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
9.6 Proactively 10.6 Statutory
1.6 Knowledge 2.6 Gather 3.6 Design 4.6 Prevent 6.6 Workforce 7.6 Make 8.6 Client
5.6 Reuse Introduce and Regulatory
Transferred Out Requirements Feedback Known Problems Competencies Improvements Relationships
Technology Compliance
7.7 Achieve 8.7 Supplier and
2.7 Review 4.7 Service 5.7 Version and 6.7 Plan and 10.7 Disaster
3.7 Verify Design Organisational Partner
Requirements Modifications Change Control Deliver Training Recovery
Objectives Relationships
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
2.9 Contract 6.9 Performance
7.9 Benchmark
Roles Feedback
6.10 7.10 Prevent
2.10 Create
Performance Potential
Contracts
Feedback Problems
2.11 Amend 7.11 Deploy
6.11 Rewards
Contracts Innovations
April 5, 2010 58
59. 1 Service Transfer - 1.1 Resources Transferred In
• Scope
− Establish and implement procedures to verify and account for
resources transferred to the organisation
• Track and manage resource transfers in order to facilitate a smooth transfer
of responsibilities prior to service delivery
• Activities
− Provide support for creating and maintaining the procedures for
verifying and accounting for resources transferred to the
organisation
− Document and implement the procedures for verifying and
accounting for resources transferred to the organisation
− Support the implementation of the procedures for verifying and
accounting for resources transferred to the organisation
April 5, 2010 59
60. 1 Service Transfer - 1.2 Personnel Transferred In
• Scope
− Establish and implement procedures to manage the transfer of
personnel to the organisation
• Transfer the necessary personnel and ensure that the necessary personnel
competencies are in place in order to enable the organisation to effectively
deliver service
• Activities
− Provide support for creating and maintaining the procedures for
managing the transfer of personnel to the organisation
− Document and implement the procedures for managing the
transfer of personnel to the organisation
− Support the implementation of the procedures for managing the
transfer of personnel to the organisation
April 5, 2010 60
61. 1 Service Transfer - 1.3 Service Continuity
• Scope
− Establish and implement procedures to ensure the continuity of
service
• Maintain service continuity as service is transferred to the client, or to
another service provide, in order to improve client satisfaction
• Activities
− Provide support for creating and maintaining the procedures for
ensuring continuity of service across the organisation
− Document and implement the procedures for ensuring continuity
of service
− Support the implementation of the procedures for ensuring
continuity of service across the organisation
April 5, 2010 61
62. 1 Service Transfer - 1.4 Resources Transferred Out
• Scope
− Establish and implement procedures to transfer resources from
the organisation
• Manage the transfer of resources in order to help ensure a smooth hand-
over and improve the client’s satisfaction, thereby establishing a basis for
future relationships with the client
• Activities
− Provide support for creating and maintaining the procedures for
transferring resources from the organisation
− Document and implement the procedures for transferring
resources from the organisation
− Support the implementation of the procedures for transferring
resources from the organisation
April 5, 2010 62
63. 1 Service Transfer - 1.5 Personnel Transferred Out
• Scope
− Establish and implement procedures to manage the transfer of
personnel from the organisation
• Activities
− Provide support for creating and maintaining the procedures for
managing the transfer of personnel from the organisation
− Document and implement the procedures for managing the
transfer of personnel from the organisation
− Support the implementation of the procedures for managing the
transfer of personnel from the organisation
April 5, 2010 63
64. 1 Service Transfer - 1.6 Knowledge Transferred Out
• Scope
− Establish and implement procedures to transfer to the client the
knowledge gained from the specific client engagement
• Activities
− Provide support for creating and maintaining the procedures for
transferring knowledge to the client
− Document and implement the procedures for transferring
knowledge to the client
− Support the implementation of the procedures for transferring
knowledge to the client
April 5, 2010 64
65. 2 Contracting - Activities
Outsourcing
Capabilities and
Skills
Initiation/
Delivery Ongoing
Completion
1 Service 3 Service Design 4 Service 5 Knowledge 6 People 7 Performance 8 Relationship 9 Technology 10 Threat
2 Contracting
Transfer and Deployment Delivery Management Management Management Management Management Management
3.1
1.1 Resources 4.1 Plan Service 5.1 Share 6.1 Encourage 7.1 Engagement 8.1 Client 9.1 Acquire 10.1 Risk
2.1 Negotiations Communicate
Transferred In Delivery Knowledge Innovation Objectives Interactions Technology Management
Requirements
5.2 Provide 8.2 Select
1.2 Personnel 3.2 Design and 6.2 Participation 7.2 Verify 9.2 Technology 10.2 Engagement
2.2 Pricing 4.2 Train Clients Required Suppliers and
Transferred In Deploy Service in Decisions Processes Licenses Risk
Information# Partners
2.3 Confirm 8.3 Manage
1.3 Service 3.3 Plan Design 4.3 Deliver 5.3 Knowledge 6.3 Work 7.3 Adequate 9.3 Control 10.3 Risk Across
Existing Suppliers and
Continuity and Deployment Service System Environment Resources Technology Engagements
Conditions Partners
7.4
1.4 Resources 2.4 Market 3.4 Service 4.4 Verify Service 5.4 Process 6.4 Assign 9.4 Technology
Organisational 8.4 Cultural Fit 10.4 Security
Transferred Out Information Specification Commitments Assets Responsibilities Integration
Objectives
7.5 Review
1.5 Personnel 2.5 Plan 3.5 Service 4.5 Correct 5.5 Engagement 8.5 Stakeholder 9.5 Optimise 10.5 Intellectual
6.5 Define Roles Organisational
Transferred Out Negotiations Design Problems Knowledge Information Technology Property
Performance
9.6 Proactively 10.6 Statutory
1.6 Knowledge 2.6 Gather 3.6 Design 4.6 Prevent 6.6 Workforce 7.6 Make 8.6 Client
5.6 Reuse Introduce and Regulatory
Transferred Out Requirements Feedback Known Problems Competencies Improvements Relationships
Technology Compliance
7.7 Achieve 8.7 Supplier and
2.7 Review 4.7 Service 5.7 Version and 6.7 Plan and 10.7 Disaster
3.7 Verify Design Organisational Partner
Requirements Modifications Change Control Deliver Training Recovery
Objectives Relationships
2.8 Respond to 3.8 Deploy 4.8 Financial 5.8 Resource 6.8 Plan and 7.8 Capability 8.8 Value
Requirements Service Management Consumption Deliver Training Baselines Creation
2.9 Contract 6.9 Performance
7.9 Benchmark
Roles Feedback
6.10 7.10 Prevent
2.10 Create
Performance Potential
Contracts
Feedback Problems
2.11 Amend 7.11 Deploy
6.11 Rewards
Contracts Innovations
April 5, 2010 65
66. 2 Contracting - 2.1 Negotiations
• Scope
− Establish and implement guidelines for negotiations with current
or prospective clients
• Activities
− Provide support for creating and maintaining the guidelines for
negotiations with current or prospective clients across the
organisation
− Document and implement the guidelines for negotiations with
current or prospective clients
− Support the implementation of guidelines for negotiations with
current or prospective clients across the organisation
April 5, 2010 66
67. 2 Contracting - 2.2 Pricing
• Scope
− Establish and implement guidelines for pricing services
• Activities
− Provide support for creating and maintaining the guidelines for
pricing services
− Document and implement the guidelines for pricing services
− Support the implementation of guidelines for pricing services
April 5, 2010 67
68. 2 Contracting - 2.3 Confirm Existing Conditions
• Scope
− Establish and implement guidelines for confirming existing
conditions about potential engagements
• Activities
− Provide support for creating and maintaining the guidelines for
confirming existing conditions
− Document and implement the guidelines for confirming existing
conditions
− Support the implementation of guidelines for confirming existing
conditions
April 5, 2010 68
69. 2 Contracting - 2.4 Market Information
• Scope
− Analyse and use market information about prospective clients
• Activities
− Provide support for creating and maintaining the work products
and tasks for analysing and using market information about
prospective clients
− Document and implement the work products and tasks required
for analysing and using market information about prospective
clients
− Support the implementation of analysing and using market
information about prospective clients
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70. 2 Contracting - 2.5 Plan Negotiations
• Scope
− Plan and track negotiations with current or prospective clients
• Activities
− Provide support for creating and maintaining the work products
and tasks for planning and tracking client negotiations
− Document and implement the work products and tasks required
for planning and tracking client negotiations
− Support the implementation of planning and tracking client
negotiations
April 5, 2010 70
71. 2 Contracting - 2.6 Gather Requirements
• Scope
− Establish and implement procedures to gather a client’s
requirements
• Activities
− Provide support for creating and maintaining the procedures for
gathering requirements
− Document and implement the procedures for gathering
requirements
− Support the implementation of the procedures for gathering
requirements
April 5, 2010 71
72. 2 Contracting - 2.7 Review Requirements
• Scope
− Prior to committing to the prospective client, review
requirements and verify that the organisation can meet them
• Activities
− Provide support for creating and maintaining the work products
and tasks for reviewing requirements and verifying that the
organisation can meet them
− Document and implement the work products and tasks required
for reviewing requirements and verifying that the organisation
can meet them
− Support the implementation of reviewing requirements and
verifying that the organisation can meet them
April 5, 2010 72
73. 2 Contracting - 2.8 Respond to Requirements
• Scope
− Establish and implement procedures to respond to the
requirements of a prospective client
• Activities
− Provide support for creating and maintaining the procedures for
responding to requirements
− Document and implement the procedures for responding to
requirements
− Support the implementation of the procedures for responding to
requirements
April 5, 2010 73
74. 2 Contracting - 2.9 Contract Roles
• Scope
− Establish and implement procedures to respond to the
requirements of a prospective client
• Activities
− Provide support for creating and maintaining the procedures for
responding to requirements
− Document and implement the procedures for responding to
requirements
− Support the implementation of the procedures for responding to
requirements
April 5, 2010 74
75. 2 Contracting - 2.10 Create Contracts
• Scope
− Define the roles and responsibilities of the organisation and the client with
respect to the proposed contract
• Consistent and effective legal agreements in order to enable all the parties to have a
clear understanding of what services will be delivered and at what level of quality
• Given the long-term nature of most outsourcing engagements, implementing
procedures for contracts and flexibility in the relationship between the client and
the organisation are critical to success
• Activities
− Provide support for creating and maintaining the work products and tasks for
defining the roles and responsibilities of the organisation and client
− Document and implement the work products and tasks required for defining
the roles and responsibilities of the organisation and client
− Support the implementation of defining the roles and responsibilities of the
organisation and client
April 5, 2010 75
76. 2 Contracting - 2.11 Amend Contracts
• Scope
− Establish and implement procedures to amend contracts
• Activities
− Provide support for creating and maintaining the procedures for
amending contracts
− Document and implement the procedures for amending contracts
− Support the implementation of the procedures for amending
contracts
April 5, 2010 76