This document discusses two approaches to IT projects - using multiple partners or a single lead partner. The multiple partner approach risks fragmentation and lack of accountability, while a single partner can provide products, integration services and expertise with full accountability. Analysts find the single partner approach tends to have higher success rates as it avoids issues caused by limited collaboration between partners. The document recommends service providers choose a single solution partner that can deliver a best-of-breed product with in-depth knowledge and industry expertise to guide the project from start to finish.
The document is a Forrester Consulting study on the total economic impact of the Pega 7 platform. It includes interviews with four Pega customers representing various industries. Based on these interviews, Forrester built a composite organization to analyze the potential benefits and costs. The study found that the composite organization experienced development cost savings of 75% and reduced time-to-market by 50% using Pega 7. Overall, the benefits were approximately $33.6 million with costs of $8 million, resulting in a net present value of $25.6 million over three years.
The document is a Forrester Consulting study on the total economic impact of the Pega 7 platform. It includes interviews with four Pega customers representing various industries. Based on these interviews, Forrester built a composite organization to analyze the potential benefits and costs. The study found that the composite organization experienced development cost savings of 75% and reduced time-to-market by 50% using Pega 7. Overall, the benefits were approximately $33.6 million with costs of $8 million, resulting in a net present value of $25.6 million over three years.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
Surviving the Software Selection ProcessAnthony D'Ugo
I presented at a CMA Ontario professional development event to 50+ attendees on Dec 3, 2009, and again on Dec 17, 2009 due to a sold out first session with an accompanying waiting list. I shared insights and approaches with the attendees to help them find opportunities to reduce the costs, risks, and time associated with software evaluation and selection. I was then asked to write an article on the topic for the CMA Ontario Member Newsletter because of the high level of interest from their members - published on Jan 2010.
Our business partner and insurance operations expert, Rob Berg, will show you how he helped a major insurance company reducing costs and cycle time using Trisotech Digital Enterprise Suite through process simulation.
In this webinar, analysts, architects and other subject matter experts will learn how to:
- Generate defensible data to make clear and objective decisions
- Accurately model the way things are and the way you would like them to be
- Apply real-life data to process models
- Bring a static model to life by simulating the impact of process changes
The document outlines Oracle's vision and strategy for the insurance industry. It discusses Oracle Insurance solutions that provide flexible, best-in-class applications to support core insurance business processes. It highlights Oracle's end-to-end insurance solution that includes applications for areas like policy administration, billing, claims, and more. The solution enables application integration and pre-integrated solutions to help insurers improve efficiency, agility, and compliance.
This document discusses the need for utilities to adopt capabilities-driven strategies to redefine their business models for a changing energy environment. It advocates that utilities assess their strategic capabilities, focus on differentiated capabilities that support their strategy, and develop an organizational culture and processes that enable strong performance. Utilities face pressures from environmental initiatives, new technologies, and economic constraints, requiring decisive changes. Leading utilities will transform themselves into more performance-oriented, technically diverse organizations by realigning their capabilities with emerging opportunities and demands.
The document is a Forrester Consulting study on the total economic impact of the Pega 7 platform. It includes interviews with four Pega customers representing various industries. Based on these interviews, Forrester built a composite organization to analyze the potential benefits and costs. The study found that the composite organization experienced development cost savings of 75% and reduced time-to-market by 50% using Pega 7. Overall, the benefits were approximately $33.6 million with costs of $8 million, resulting in a net present value of $25.6 million over three years.
The document is a Forrester Consulting study on the total economic impact of the Pega 7 platform. It includes interviews with four Pega customers representing various industries. Based on these interviews, Forrester built a composite organization to analyze the potential benefits and costs. The study found that the composite organization experienced development cost savings of 75% and reduced time-to-market by 50% using Pega 7. Overall, the benefits were approximately $33.6 million with costs of $8 million, resulting in a net present value of $25.6 million over three years.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
Surviving the Software Selection ProcessAnthony D'Ugo
I presented at a CMA Ontario professional development event to 50+ attendees on Dec 3, 2009, and again on Dec 17, 2009 due to a sold out first session with an accompanying waiting list. I shared insights and approaches with the attendees to help them find opportunities to reduce the costs, risks, and time associated with software evaluation and selection. I was then asked to write an article on the topic for the CMA Ontario Member Newsletter because of the high level of interest from their members - published on Jan 2010.
Our business partner and insurance operations expert, Rob Berg, will show you how he helped a major insurance company reducing costs and cycle time using Trisotech Digital Enterprise Suite through process simulation.
In this webinar, analysts, architects and other subject matter experts will learn how to:
- Generate defensible data to make clear and objective decisions
- Accurately model the way things are and the way you would like them to be
- Apply real-life data to process models
- Bring a static model to life by simulating the impact of process changes
The document outlines Oracle's vision and strategy for the insurance industry. It discusses Oracle Insurance solutions that provide flexible, best-in-class applications to support core insurance business processes. It highlights Oracle's end-to-end insurance solution that includes applications for areas like policy administration, billing, claims, and more. The solution enables application integration and pre-integrated solutions to help insurers improve efficiency, agility, and compliance.
This document discusses the need for utilities to adopt capabilities-driven strategies to redefine their business models for a changing energy environment. It advocates that utilities assess their strategic capabilities, focus on differentiated capabilities that support their strategy, and develop an organizational culture and processes that enable strong performance. Utilities face pressures from environmental initiatives, new technologies, and economic constraints, requiring decisive changes. Leading utilities will transform themselves into more performance-oriented, technically diverse organizations by realigning their capabilities with emerging opportunities and demands.
Social media, mobile devices, analytics and cloud computing (SMAC) have combined to create a technology ecosystem that supports project management. SMAC allows project managers to access information anytime from anywhere, collaborate more effectively with teams, and gain insights from analytics. While SMAC has benefits, successful adoption depends on factors like an organization's business model and culture. Project managers must redefine processes and best practices to leverage SMAC's value.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Achieving IT Strategic Directives When Evaluating a New Promotional Content E...Cognizant
By embracing a collaborative assessment model to evaluate technology platforms, life sciences organizations can better address cross-functional stakeholder needs.
This case study summarizes how a leading pharmaceutical company achieved positive customer relationship management (CRM) results through implementing a single-instance, interactive CRM solution across its European operations. Key benefits included a 30% reduction in total cost of ownership, a 1-2% increase in associated product revenue, and improved sales representative productivity and customer experience. Critical success factors included greater sales force input, managing expectations around a single European solution, staged deployment, and prioritizing requirements. The new solution provided interactive digital sales aids, consolidated data and processes, and integrated with an existing analytics platform.
Successful Digital Transformation starts with a well defined StrategyGlen Alleman
Leading successful Digital Transformation projects cannot be successful without a Strategy for their success.
This briefing shows how to develop and apply a Strategy for Program Success through clear and concise descriptions of the strategic outcomes, Measures of Effectiveness and Performances, and identification of Value needed to meet business goals in a timely manner for the needed budget.
Next generation IT outsourcing and the global enterprise model (GEM)WGroup
Disruptive technologies such as cloud computing and the “as-a-service” model for software, infrastructure and platforms have led to fundamental changes in how IT services are organized, managed and delivered—whether they are outsourced, insourced or a combination. The reality that IT services can be delivered to anywhere on the globe via the “Cloud” has accelerated the commoditization of IT. Ubiquitous access to IT services has lessened business units’ dependency on internal IT and shifted the IT organization’s prime role from process excellence to technology and service innovation. This article discusses through WGroup's perspective how outsourcing can create value through changing the way business is done.
The document discusses the challenges of implementing new programs and policies without proper planning. It notes that policy is often crafted without fully understanding operational needs, and new requirements are identified late in implementation. This can lead to gaps and delays. The document then introduces enterprise business architecture as a solution to help understand interconnections, avoid duplication, and better support strategic decision making and change management across an organization.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
The document discusses challenges that organizations face in improving project success rates and adopting agile and DevOps practices. It finds that success rates are at a 4-year low due to issues like unclear requirements and poor business-IT alignment. Additionally, surveys show that organizational agility and the ability to align with business strategy are also low. The document advocates that organizations must improve requirements management, ensure strategic alignment of projects, measure business benefits, and enable agility through their processes and tools in order to successfully adopt agile and DevOps practices at scale. Effective requirements management is highlighted as particularly important through tools that enable collaboration, traceability, process automation and integration across the software development lifecycle.
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Cisco partners with Capgemini to accelerate speed of business with “FAST IT” ...Capgemini
Cisco partnered with Capgemini to accelerate the speed of business through a "Fast IT" continuous delivery transformation. The transformation enabled IT to keep pace with dynamic market changes by increasing agility and reducing time to deploy capabilities. Capgemini helped Cisco prototype an end-to-end continuous delivery pipeline that reduced deployment times by 27 times and manual steps by 82%. This proof of concept led Cisco to fully transform its delivery processes and culture to continuously deliver innovations to the business.
This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
Ergonomics In The Textile Industry 1223539106896608 9g.nagarajan
The document discusses challenges facing the textile and apparel industries, including injuries among workers. It describes how implementing ergonomic improvements can help address these issues by improving productivity, safety, and worker retention. Specific solutions discussed include training programs, job analysis, workstation redesign, seating improvements, and transitioning to modular manufacturing approaches.
Mobile technology is rapidly growing, with 3 billion subscribers expected by 2010. The presentation discusses emerging mobile technologies and solutions for customers, including mobile applications, strategies, travel, hospitality, financial, retail, and delivery services. It also covers best practices for designing mobile websites and applications, including for different devices, web standards, and testing to ensure a quality user experience across all mobile platforms.
Social media, mobile devices, analytics and cloud computing (SMAC) have combined to create a technology ecosystem that supports project management. SMAC allows project managers to access information anytime from anywhere, collaborate more effectively with teams, and gain insights from analytics. While SMAC has benefits, successful adoption depends on factors like an organization's business model and culture. Project managers must redefine processes and best practices to leverage SMAC's value.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Achieving IT Strategic Directives When Evaluating a New Promotional Content E...Cognizant
By embracing a collaborative assessment model to evaluate technology platforms, life sciences organizations can better address cross-functional stakeholder needs.
This case study summarizes how a leading pharmaceutical company achieved positive customer relationship management (CRM) results through implementing a single-instance, interactive CRM solution across its European operations. Key benefits included a 30% reduction in total cost of ownership, a 1-2% increase in associated product revenue, and improved sales representative productivity and customer experience. Critical success factors included greater sales force input, managing expectations around a single European solution, staged deployment, and prioritizing requirements. The new solution provided interactive digital sales aids, consolidated data and processes, and integrated with an existing analytics platform.
Successful Digital Transformation starts with a well defined StrategyGlen Alleman
Leading successful Digital Transformation projects cannot be successful without a Strategy for their success.
This briefing shows how to develop and apply a Strategy for Program Success through clear and concise descriptions of the strategic outcomes, Measures of Effectiveness and Performances, and identification of Value needed to meet business goals in a timely manner for the needed budget.
Next generation IT outsourcing and the global enterprise model (GEM)WGroup
Disruptive technologies such as cloud computing and the “as-a-service” model for software, infrastructure and platforms have led to fundamental changes in how IT services are organized, managed and delivered—whether they are outsourced, insourced or a combination. The reality that IT services can be delivered to anywhere on the globe via the “Cloud” has accelerated the commoditization of IT. Ubiquitous access to IT services has lessened business units’ dependency on internal IT and shifted the IT organization’s prime role from process excellence to technology and service innovation. This article discusses through WGroup's perspective how outsourcing can create value through changing the way business is done.
The document discusses the challenges of implementing new programs and policies without proper planning. It notes that policy is often crafted without fully understanding operational needs, and new requirements are identified late in implementation. This can lead to gaps and delays. The document then introduces enterprise business architecture as a solution to help understand interconnections, avoid duplication, and better support strategic decision making and change management across an organization.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
The document discusses challenges that organizations face in improving project success rates and adopting agile and DevOps practices. It finds that success rates are at a 4-year low due to issues like unclear requirements and poor business-IT alignment. Additionally, surveys show that organizational agility and the ability to align with business strategy are also low. The document advocates that organizations must improve requirements management, ensure strategic alignment of projects, measure business benefits, and enable agility through their processes and tools in order to successfully adopt agile and DevOps practices at scale. Effective requirements management is highlighted as particularly important through tools that enable collaboration, traceability, process automation and integration across the software development lifecycle.
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Cisco partners with Capgemini to accelerate speed of business with “FAST IT” ...Capgemini
Cisco partnered with Capgemini to accelerate the speed of business through a "Fast IT" continuous delivery transformation. The transformation enabled IT to keep pace with dynamic market changes by increasing agility and reducing time to deploy capabilities. Capgemini helped Cisco prototype an end-to-end continuous delivery pipeline that reduced deployment times by 27 times and manual steps by 82%. This proof of concept led Cisco to fully transform its delivery processes and culture to continuously deliver innovations to the business.
This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
Ergonomics In The Textile Industry 1223539106896608 9g.nagarajan
The document discusses challenges facing the textile and apparel industries, including injuries among workers. It describes how implementing ergonomic improvements can help address these issues by improving productivity, safety, and worker retention. Specific solutions discussed include training programs, job analysis, workstation redesign, seating improvements, and transitioning to modular manufacturing approaches.
Mobile technology is rapidly growing, with 3 billion subscribers expected by 2010. The presentation discusses emerging mobile technologies and solutions for customers, including mobile applications, strategies, travel, hospitality, financial, retail, and delivery services. It also covers best practices for designing mobile websites and applications, including for different devices, web standards, and testing to ensure a quality user experience across all mobile platforms.
The document discusses employability skills, which are non-technical skills important for workplace success. It describes how employability skills were developed in Australia and include skills such as communication, teamwork, and problem solving. The document outlines how employability skills are embedded in training packages and assessed, provides an example of how they appear for different qualifications, and discusses engaging with industry and integrating the skills into teaching.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
The document provides guidance on selecting a successful technology partner. It emphasizes looking for a partner with mature yet flexible processes, low employee turnover, strong technical competence in relevant areas, industry-specific experience, and a proven track record of delivering value to clients. It advises asking potential partners questions about their experience, industry expertise, key performance indicators, employee tenure, ability to keep up with trends, and customer references. Choosing the right partner can help ensure projects are delivered on time, on budget, and meet requirements for success.
Drive Business Excellence with Outcomes-Based Contracting: The OBC ToolkitCAST
Making Outcomes-Based Contracting Work With Facts
Introduction by Amit Anand, Robert Asen & Vijay Anand of Cognizant
Using metrics to develop effective results-based contracts
Managing outcome based application contracts requires a combination of scope management,
pricing, and, above all, quality. As suppliers and clients evolve the relationship, the
need for clear facts dominates conversations.
The premise of outcomes-based contracting is that hours (and indeed rate) are inputs to
the ADM process (not outputs), and that structures that measure programming results are
now both possible and achievable. Outcomes-based structures bring the original intent of
software to the forefront—creating successful results. While many companies have shifted
from input-based to output-based contracting, forward-thinking IT leaders are also taking
steps to define a sustainable outcomes-based relationship with their ADM suppliers.
Outcomes-based contracts focus on how the delivered product adds value, while inputand
output-based contracts focus on the resources and the activities needed to deliver the
outcome, respectively.
Kick-Starting Digital Transformation: Four IT StrategiesCognizant
For IT organizations, digital transformation can be an especially daunting task. Keeping up with and managing ever-evolving technologies and applications entails four essential components that help accelerate time to market, minimize project risk; automate and handle thousands of requirements, enrich collaboration and manage costs.
A recent survey and report by analyst firm ComTech Advisory suggests that a majority of users of ETRM/CTRM software might consider building custom software to meet their business requirements. In fact, around 70% of the survey’s respondents suggested they would consider such an option. As ComTech noted in the report, about 35% of the respondents were representatives of the top tier of the industry who have extremely complex, global, multi-commodity supply chain operations to manage. Nonetheless, given the maturing market for commercial E/CTRM solutions, the idea that anyone would chose to build a solution is perhaps surprising. ComTech concluded that especially in todays’ business environment of rising costs and diminished profits, a more appropriate solution might be to build around a commercially available solution.
5 Essential Steps for Successful Application Modernization StrategyJohnAdams514191
Explore the 5 Essential Steps for Successful Application Modernization Strategy in our latest blog post. We guide you through the process of modernizing your applications, from comprehensive assessment and planning to defining clear objectives and prioritizing applications. Discover various modernization approaches, learn best practices for execution and implementation, and understand the importance of continuous testing, monitoring, and improvement. This insightful guide is designed to help businesses enhance performance, user experience, and security in today's competitive digital landscape.
Read the full blog here in the link: https://hexagonitsolutions.com/blogs/essential-steps-for-application-modernization-strategy.php
This document discusses project planning, execution, and closure for an ERP implementation project. It explains that decision making can impact a project's budget, schedule, and resources. The memorandum also discusses factors to consider when accepting or rejecting vendor proposals, such as background, finances, relationships, and technology. Parties involved in decision making and factors that need agreement are also addressed.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
5 Steps to Effectively Handle Digital Transformation and Business Disruption:...SVRTechnologies
Digital technology continues to change the business world dramatically. This article provides business and IT leaders’ helpful tools to drive and manage digital transformation effectively.
Enterprise Agile release planning is complicated when multiple agile teams work together to deliver combined capabilities, and the scope for a release span across multiple business functions, processes, and systems. This paper presents agile release planning models for large global organizations delivering business capabilities using IT projects.
How to Reach Peak Performance With the Product Management Organizational Heal...Aggregage
The degree of maturity of your product management organization can directly drive your ability to satisfy customers and become more profitable. Our Product Management Organizational Health Checklist and on-demand webinar can help.
This document summarizes a presentation on lessons learned from applied Integrated Project Delivery (IPD). The presentation aims to identify, explore, and understand IPD through real project case studies. It discusses the value of IPD processes and how traditional design/construction can be transformed. It also evaluates technological tools that support collaboration within design teams and across project stakeholders. Key takeaways include assessing the benefits of collaboration and continuous budget confirmation through an open book process. Contracts should encourage collaboration through multi-party agreements and shared risk/reward arrangements.
Supplying innovation: Unlocking innovative behaviours in the supply chainKeith Wishart
IBM in conjunction with the researchers and other industrial partners at the Cambridge Services Alliance have been looking into ecosystem collaboration and how to put in place incentives to drive innovation and performance. Thinking about alliances with common objectives rather than traditional client-supplier relationships can unlock new value. Here is a short management summary of some of the work the team have done to date and some simple pointers to the keys to this value:
Selecting a Software Solution: 13 Best Practices for Media and Entertainment ...Cognizant
When selecting commercial off-the-shelf software (COTS), companies in the increasingly digitally-based media and entertainment industry need to develop a detailed advance plan, obtain support from all stakeholders and continuously monitor vendor performance against critical expectations, best practices and business requirements.
17 Must-Do's to Create a Product-Centric IT OrganizationCognizant
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Take The Highway To A Successful It Project
1. TAKING THE HIGHWAY TO A SUCCESSFUL IT PROJECT VISIBILITY AND ACCOUNTABILITY ASSURED WITH A BEST-OF-SUITE PARTNER IN THE DRIVER’S SEAT
2. XECUTIVE SUMMARY 3 INTRODUCTION: WHAT LIES BEHIND SUCCESS OR FAILURE 6 THE DIFFERENCE BETWEEN COMPROMISING SUCCESS AND CEMENTING CERTAINTY 10 APPROACH 1: MULTIPLE PARTNERS 13 APPROACH 2: LEADING PARTNER 16 ANALYSTS’ VIEWPOINT 17 TAKING THE HIGHWAY TO SUCCESS 20 CONCLUSION 27 CONTENTS
3. EXECUTIVE SUMMARY When service providers decide to initiate an IT project, they have already acknowledged that they have the budget, they know what problems they want to solve and what business goals they want to achieve. Now what? Two approaches at opposite extremes define the range of service providers’ options: Approach 1 takes service providers boutique shopping, where they pick the most innovative and attractive partners in the market for each of the required components of the project and somehow make them work together.
4. In Approach 2, service providers select one partner that is accountable for providing all elements of the project, simplifying matters by providing a single focal point (product issues, change requests, implementation, integration, etc.) that is accountable for both the technical and business aspects of the project. Where to go? In reality, service providers don’t really have to choose between the two approaches, and they often prefer a hybrid approach that allows them to enjoy the best of both worlds. In this white paper, we take a close look at the pros and cons of each approach and help providers make the right decision on their next journey to a successful IT project.
5. We address the challenges that lie behind success or failure, such as budget limitations, on-time delivery, technical challenges, business impact and return on investment (ROI). We look at the three elements projects are generally based upon: products, integration services and expertise, and highlight how a combination of best-of-breed products, product knowledge, industry expertise and full accountability with a single partner puts service providers firmly on the highway to success in IT projects.
7. Two approaches – and hybrid combinations of the two – define the options for service providers in their IT projects. At one extreme is the multi-vendor approach, at the other single partner that takes care of everything. Before we explore the two options, we need to agree on the elements that can sentence a project to success or failure. IT projects are typically initiated to resolve a business challenge, for example, creating a certain competitive advantage or launching a new service. The risk rises as these projects involve changes in the business, in processes, in the organization, and of course in IT. No wonder so many projects go wrong. Although each project has its own set of challenges, we can all agree on the core challenges that exist in every one of them:
14. Having highlighted the challenges common to all projects let us examine the two main approaches to executing it. IT projects may sometimes seem like a technical issue (for example, replacing an existing billing system), but their primary goal is to achieve a desired business result. The secret lies in the ability to see the full picture and align the project’s progress with the business. Each approach offers its own advantages and disadvantages. Of course, service providers will need to make the decision to go with one of the approaches or go for a hybrid approach that mixes the two. In order to make the right decision, providers need to look at three elements that each project is built upon and the best way to bring it all together successfully and meet the challenges:
15. > Product – Selecting the product that best meets the provider’s unique business needs, as translated into the feature/function technology architecture. > Integration Services – Implementing and integrating the product in the existing IT environment is a real challenge which requires profound product understanding and the ability to integrate it successfully according to the unique needs of the provider’s environment. > Expertise – It’s imperative to get experienced consultancy that understands the industry as well as the provider’s unique business challenges and processes, and has the ability to recommend an optimal solution.
16. APPROACH 1: MULTIPLE PARTNERS In the first approach, service providers go shopping for the best partner vendor in each category and bring them together to work on the project. One vendor that can bring the best industry expertise to the project; an independent software vendor that can bring in the best product; and a systems integrator that expertly integrates the product into the service provider’s existing IT environment. Ideally, service providers are meant to get the best of each element but in reality, the project is fragmented with at least three different players, like a three-headed monster, and the providers spend valuable time coordinating and managing everything on their own, and at their own risk.
17. Before selecting these vendors, providers need to verify that: > The business challenges are clear, with specific high-priority objectives and an actionable and feasible plan. > The product can actually be implemented and integrated into the overall systems and operations > All parties can work together and have proven references for their partnership. > The independent software vendor is truly bringing in a best-of-breed product. > The systems integrator is intimately familiar with the product and its various versions. > All parties have relevant best practices. > The consultants have experience working with these partners, and they know the product. > The project can meet the service provider’s budget with minimum surprises.
18. Even if you answer “yes” to all these questions, it still doesn’t guarantee success – at the end of the day, these are (at the least) three different companies, with different agendas and business models, so it’s very hard to keep them all in sync. Indeed, in this approach, there are IT projects that do succeed and go live. And yet, too many of the well-known project failures in this approach are caused by the multiple dependencies, or more accurately, by the lack of someone seeing the full picture and being committed to the complete success, including being on time and on budget.
19. APPROACH 2: LEADING PARTNER In the second approach, service providers look for one leading partner to provide all three elements. In this scenario, one vendor acts as a solution partner with the industry, business and technological expertise and knowledge; the integration expertise; and the best-offbreed product to meet the service provider’s needs. The challenge with this approach is bringing in the right partner and ensuring that the project is well orchestrated. One may also argue that selecting this approach increases the risk by “putting all the eggs in one basket.” The way to mitigate it is by selecting the partner that can prove its chances to succeed. In other words – a partner that you can trust. If you select the right partner with the professional expertise in all three areas, you have a partner that owns the project from beginning to end, executes a single vision and is fully accountable for every aspect.
21. Gartner and other analyst firms suggest that more than 40 percent of major IT projects fail. Cost overruns, delays, compromised data integrity and outright cancellation of the project... these are the results of the “hard-to-achieve” collaboration between different partners. Many researchers clearly indicate that failure is caused by multiple vendors with limited implementation capabilities, limited understanding of the product and a lack of project ownership and accountability. A recent study analyzing the reasons for five failures in implementing CRM and billing systems shows that a major cause of failure is limited implementation capabilities:
22. “The correlation of project complexity in implementing CRM and billing systems at telecommunications carriers is that if the project does not have the appropriate set of human resources (technical and business), either in-house or provided by system integrators, the risk of failure or significant delays increase. This could be increased exponentially if the product chosen has limited integration capabilities.” – Dr. Raul Katz, “Why CRM and Billing Systems Implementations in the Telecommunications Industry are so Prone to Failure” (Telecom Advisory Services, Oct 2008)
24. Carefully chosen, a single partner that can provide the product, related services and consultancy can meet the critical requirements of bringing together all aspects of the project. With the single partner approach, make sure this partner can provide you: > Best-of-breed product – with research and development and integrators in sync under the same roof, ensuring that the product includes all recent industry technological and business improvements. > Product Knowledge – integrators must have a profound knowledge of the products with the relevant tools, experience and methodologies to enable the successful delivery, implementation and configuration of the project.
25. > Industry Expertise – a combination of experience, knowledge and product excellence is a clear indicator that the partner understands what’s happening in the communications, media and entertainment industry, its vision for the future and the required roadmap. > Full Accountability – ensured by having just one partner to deal with. A single partner that addresses all the issues, whether features, configuration or integration, takes full responsibility for the project and is driven to deliver the project on budget, on time and successfully meeting your needs and requirements.
26. Having this single focal point, including the integration and implementation capabilities and the ability to manage the project from beginning to end as well as the complexities of the project is the optimal choice. This is the single solution partner orchestrating and bringing together the three elements of product, integration and expertise; no excuses, no finger pointing – just a strong sense of delivery guarantee – and managing and controlling all aspects, executing a single vision, and being fully accountable. This is how to hit the highway to success in the service provider domain. Consider Gartner’s advice to vendors in the OSS and BSS domains, regarding the need to have best-in-class products and strong professional services:
27. “A leadership position in the current OSS market requires that vendors offer, besides best-in-class products, strong professional services consulting and a system integration constituent. They should achieve this by taking a holistic approach toward carriers’ processes, organization and IT operations, complemented by long-term migration guidance.” – Gartner, Dataquest Insight: OSS Market Overview and Strategic Scorecard for Vendors, 2008 (Oct 2008) “BSS projects consist of a mix of software and integration services. In addition to a solid software solution, BSS vendors also need to provide carriers with integration services to consolidate multiple billing, customer care, mediation and entrenched legacy systems.” – Gartner-Dataquest Insight: BSS Market Overview and Strategic Scorecard for Vendors, 2008 (Dec 2008)
28. Example The two different approaches have an impact on the business throughout the project life cycle. For example, as a project starts, the service provider realizes that a change is needed in one of the business processes. In Approach 1, the service provider goes to the consultant who designed the business process and asks for the required change. The consultant evaluates the required product capabilities to support the request and might determine that it will not be available until two releases’ time, leaving it for the provider to find out. The service provider approaches the independent software vendor’s account manager, and asks to have the feature implemented as a change request. The account manager explains that such a change can only be done by the implementing systems integrator.
29. The systems integrator says they must have a change within the product as well, and the overall change will require additional integration challenges – and they cannot guarantee that other business processes will not be affected. Now the service provider ends up back at square one. Sounds familiar? Let’s go to Approach 2: The service provider approaches the site manager from the single partner who has visibility and control over the various players – the product manager, implementation manager and consulting. The site manager consults internally on how to approach the requested change and informs the provider of the recommendations.
31. As complex as IT projects are in the communications, media and entertainment industry, with so much at stake for service providers, they can’t afford to take a chance on multiple vendors coming in and loading them up with risk. Project failures cause information and data breakdowns, huge delays in an industry where providers have to be quick to market, and costly mistakes amid financial sensitivities. With as many as 40 percent of all IT projects failing due to multiple vendors not succeeding in collaboration, making implementation and integration errors with fundamental gaps in product understanding, and failure to align with the service provider’s particular environment, no one can afford to continue down this path.
32. The two approaches to IT projects are legitimate with their unique pros and cons, and service providers around the world will keep looking for the optimal choice for each individual opportunity. Yet in tough economic times like this, where every penny is tight and carefully spent, accountability and selecting the right approach that will guarantee successful delivery rank highest in the list of priorities. Pulling all the elements together with a single solution partner places providers firmly on the highway to success. Carefully choosing this partner, who can make the difference between success and failure with IT projects, puts providers on this road, clearly ahead of the competition.
33. For more information contact: MANIKS Systems Pvt. Ltd. 502, SaiRadhe Building, Kennedy Road, Sangamwadi, Pune - 411 001 MS, India. Phone : +91 20 41006700 e-mail : contact@manikssys.com www.manikssys.com