Businesses are under pressure to improve and progress rapidly due to the current economic environment.
IT departments are being tasked with enabling wide-ranging business transformations, such as improving processes and collaboration.
However, IT is struggling to meet these demands due to the challenging and time-critical nature of the required changes and a lack of collaboration between business and IT. This disconnect between business ambition and IT's ability to deliver is known as the "Ambition-Maturity Gap".
Your Challenge
Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
IT system owners often resist change management because they see it as slow and bureaucratic.
Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.”
Impact and Result
Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements.
Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.
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.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
Your Challenge
Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
IT system owners often resist change management because they see it as slow and bureaucratic.
Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.”
Impact and Result
Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements.
Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.
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.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
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.
Craft an End-to-End Data Center Consolidation Strategy to Maximize BenefitsInfo-Tech Research Group
Your Challenge
Data center operating costs continue to escalate as organizations struggle with data center sprawl.
While data center consolidation is an attractive option to reduce cost and sprawl, the complexity of these projects makes them extremely difficulty to execute.
The status quo is also not an option, as budget constraints and the challenges with managing multiple data centers continues to increase.
Our Advice
Critical Insight
Despite consolidation being an effective way of addressing sprawl, it is often difficult to secure buy-in and funding from the business.
Many consolidation projects suffer cost overruns due to unforeseen requirements and hidden interdependencies which could have been mitigated during the planning phase.
Organizations that avoid consolidation projects due to their complexity are just deferring the challenge, while costs and inefficiencies continue to increase.
Impact and Result
Successful data center consolidation will have an immediate impact on reducing data center sprawl. Maximize your chances of success by securing buy-in from the business.
Avoid cost overruns and unforeseen requirements by engaging with the business at the start of the process. Clearly define business requirements and establish common expectations.
While cost improvements often drive data center consolidation, successful projects will also improve scalability, operational efficiency, and data center redundancy.
As veterans of any enterprise software implementation
know all too well, risks to program success increase
dramatically if the organization isn’t aligned around
key objectives, investments, and timelines.
But what does organizational alignment really entail, especially for
large-scale PLM (Product Lifecycle Management) initiatives that cross
multiple functional, regional, and process boundaries?
Working with IT_Does it need to be that difficultt?Steve Mitchinson
All too often a break down in communication between business units and IT causes angst - here ar e few thoughts on how you might avoid the blame game...
Aviation Week Adv Mfg Metrics that Matter webcastJulie Fraser
Iyno's Julie Fraser participated in an Aviation Week Webcast sponsored by Deltek focused on linking business, engineering, and manufacturing. Fraser presents MESA International Pursuit of Performance Excellence data in the context of discrete project-based manufacturing.
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
What organisations are doing to nurture and grow a culture of high-performanceMarcio Sete
What does it take to adopt new ways of thinking and acting in social, complex and adaptive organisms? My hypothesis is that this is a multidimensional problem and that’s my talk today at Agile Brazil 2018.
Advanced Operating Models Research Insights: Life Sciences RnDGenpact Ltd
Compliance, innovation, and cost reduction are your CEO’s top concerns. This research examines how technology, process re-engineering and advanced organizational structures such as shared services and outsourcing can tackle these challenges by making operations intelligent.
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.
Craft an End-to-End Data Center Consolidation Strategy to Maximize BenefitsInfo-Tech Research Group
Your Challenge
Data center operating costs continue to escalate as organizations struggle with data center sprawl.
While data center consolidation is an attractive option to reduce cost and sprawl, the complexity of these projects makes them extremely difficulty to execute.
The status quo is also not an option, as budget constraints and the challenges with managing multiple data centers continues to increase.
Our Advice
Critical Insight
Despite consolidation being an effective way of addressing sprawl, it is often difficult to secure buy-in and funding from the business.
Many consolidation projects suffer cost overruns due to unforeseen requirements and hidden interdependencies which could have been mitigated during the planning phase.
Organizations that avoid consolidation projects due to their complexity are just deferring the challenge, while costs and inefficiencies continue to increase.
Impact and Result
Successful data center consolidation will have an immediate impact on reducing data center sprawl. Maximize your chances of success by securing buy-in from the business.
Avoid cost overruns and unforeseen requirements by engaging with the business at the start of the process. Clearly define business requirements and establish common expectations.
While cost improvements often drive data center consolidation, successful projects will also improve scalability, operational efficiency, and data center redundancy.
As veterans of any enterprise software implementation
know all too well, risks to program success increase
dramatically if the organization isn’t aligned around
key objectives, investments, and timelines.
But what does organizational alignment really entail, especially for
large-scale PLM (Product Lifecycle Management) initiatives that cross
multiple functional, regional, and process boundaries?
Working with IT_Does it need to be that difficultt?Steve Mitchinson
All too often a break down in communication between business units and IT causes angst - here ar e few thoughts on how you might avoid the blame game...
Aviation Week Adv Mfg Metrics that Matter webcastJulie Fraser
Iyno's Julie Fraser participated in an Aviation Week Webcast sponsored by Deltek focused on linking business, engineering, and manufacturing. Fraser presents MESA International Pursuit of Performance Excellence data in the context of discrete project-based manufacturing.
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
What organisations are doing to nurture and grow a culture of high-performanceMarcio Sete
What does it take to adopt new ways of thinking and acting in social, complex and adaptive organisms? My hypothesis is that this is a multidimensional problem and that’s my talk today at Agile Brazil 2018.
Advanced Operating Models Research Insights: Life Sciences RnDGenpact Ltd
Compliance, innovation, and cost reduction are your CEO’s top concerns. This research examines how technology, process re-engineering and advanced organizational structures such as shared services and outsourcing can tackle these challenges by making operations intelligent.
Презентация ОАО "СЗТ" на Арктическом ФорумеIlia Malkov
В рамках II-го Арктического Мурманского Международного Экономического Форума состоялась конференция "Новое поколение формирует интеллект. Новый интеллект осваивает новый континент". Объявляя первого докладчика конференции Виталия Станиславовича Витмана – регионального директора Мурманского филиала ОАО "Северо-Западный Телеком", ведущий конференцию Илья Мальков отметил, что сейчас все увлеклись инновациями, тогда как на наших глазах есть наглядные примеры инновационных предприятий, которые не один десяток лет внедряют самые передовые технологии, постоянно модернизируют оборудование, предоставляют новые сервисы пользователям и неуклонно повышают качество предоставляемых услуг. Такой, на деле инновационной компанией, добавил Мальков, является флагман научно-технического прогресса Северо-Запада России - Северо-Западный Телеком.
На примере Северо-Западного Телекома можно доказать, что даже самый невероятный для наших дней проект, в ближайшее время станет привычной обыденностью. Мог ли кто-нибудь 20 лет назад предположить, что по обычной медной линии можно передавать не только голос, но и данные и телевидение. Однако на этом не останавливаются инноваторы из Северо-Западный Телекома – о достижениях и перспективах компании расскажет региональный директор Мурманского филиала ОАО «Северо-Западный Телеком» Виталий Станиславович Витман.
With recent dramatic changes in our global workforce, economy, and environment, the need for digital business transformation is now proven to be critical.
These slides—based on the webinar from leading IT research firm EMA and Redwood Software—explain why you should prioritize digital transformation in your organization and support those efforts with workload automation.
Modernizing IT Operations for Digital EconomyBojan Simic
Research study based on insights from more than 900 organizations. Includes analysis of 14 key areas for making IT Operations effective in Digital Economy.
Research study based on insights from more than 900 organizations. Includes analysis of 14 key areas for making IT Operations effective in Digital Economy
Premier Alliance is committed to providing thought leadership through its 360 degree Intelligence Delivery approach to consulting. This document will help businesses as they consider whether to establish an Information Technology Strategy, and if they choose to proceed, what will they need to consider.
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Executives would like to see IT take the lead in improving organisational agility, but to do so requires the ability to manage change in the face of complexity.
Our research identified four distinct
CIO Mandates, each reflecting a different way that organisations view
the role of IT in meeting their business goals
Our research identified four distinct
CIO Mandates, each reflecting a different way that organisations view
the role of IT in meeting their business goals
Four Essential Strategies for Digital TransformationBizagi
Bizagi - The Digital Business Platform presents 'Four Essential Strategies for Digital Transformation' at the North America IT Roadmap Conference and Expo in Washington DC.
Hear from Mike May, VP of Bizagi as he provides insights into why enterprises are struggling with Digital Transformation with key strategies for overcoming those challenges - as revealed by Bizagi's 2016 global executive study into the digital initiatives of over 1000 global enterprises around the world.
Similar to The ambition maturity_gap_report_june_2012_final_final (20)
МИНИСТЕРСТВО ОБРАЗОВАНИЯ И НАУКИ
РОССИЙСКОЙ ФЕДЕРАЦИИ
САНКТ-ПЕТЕРБУРГСКИЙ НАЦИОНАЛЬНЫЙ
ИССЛЕДОВАТЕЛЬСКИЙ УНИВЕРСИТЕТ ИНФОРМАЦИОННЫХ
ТЕХНОЛОГИЙ, МЕХАНИКИ И ОПТИКИ
А. В. Чугунов
СОЦИАЛЬНАЯ ИНФОРМАТИКА
Учебное пособие
Прогноз долгосрочного социально-экономического развития Российской Федерации ...Ilia Malkov
Прогноз долгосрочного социально-экономического развития Российской Федерации на период до 2030 года
Разработка сайтов, посадочных страниц и интернет-магазинов: http://lsvtc.ru
http://mcoder.ru
Проведение пиар-кампаний любой сложности: http://10pr.ru
Продвигайте свой сайт самостоятельно - http://6seo.ruIlia Malkov
Исключительно полезным для предприятий/организаций с небольшим бюджетом на продвижение сайта, например, частным предпринимателям или небольшим некоммерческим организациям представляется инновационная система продвижения сайтов от http://seoself.ru - продвинь себя сам!
Оргкомитетом III Съезда некоммерческих организаций России опубликована Итоговая резолюция Съезда.
Согласно плану работы Организационного комитета Съезда, в рамках выполнения Итоговой резолюции Съезда будут проведеныследующие мероприятия:
1. Направление Итоговой резолюции Съезда представителям федеральных и региональных органов государственной, органовместного самоуправления, государственных учреждений, некоммерческих организаций, бизнес-структур, научно-образовательныхучреждений и СМИ.
2. Проведение до 30 апреля 2013 года конференционного мероприятия, посвященного итогам проведения III Съезданекоммерческих организаций России. Проведение мероприятия возможно в одном из субъектов РФ при условиях освещенияфедеральными СМИ. О сроках и месте проведения мероприятия будет сообщено позднее.
3. Проведение заседания Президиума Общероссийского совета некоммерческих организаций.
4. Разработка и обеспечение функционирования интернет-портала Общероссийского совета некоммерческих организаций.
5. Формирование перечня социально значимых проектов некоммерческих организаций – делегатов Съезда с указанием типа необходимой поддержки. Публикация и обновление перечня на сайте Съезда или интернет-портале Общероссийского совета некоммерческих организаций.
Разработка сайтов, посадочных страниц и интернет-магазинов: http://lsvtc.ru
http://mcoder.ru Проведение пиар-кампаний любой сложности: http://10pr.ru
Справочная служба ООО «ЕСС» в глобальном информационном обществе - специалисты-консультанты для оказания помощи гражданам и юридическим лицам в получении государственных услуг в электронном виде в сети интернет и в МФЦ
Уважаемые коллеги!
Приглашаем к участию в выставке. Тема «Армия и флот».
Просим сообщить всем заинтересованным лицам.
С уважением,
Филатов С.В.
Директор выставки
Т. (342) 262-58-70
8-909-73-03-247
ФЕДЕРАЛЬНЫЙ ЗАКОН О ПРОТИВОДЕЙСТВИИ ЭКСТРЕМИСТСКОЙ ДЕЯТЕЛЬНОСТИIlia Malkov
РОССИЙСКАЯ ФЕДЕРАЦИЯ
ФЕДЕРАЛЬНЫЙ ЗАКОН
О ПРОТИВОДЕЙСТВИИ ЭКСТРЕМИСТСКОЙ ДЕЯТЕЛЬНОСТИ
Принят
Государственной Думой
27 июня 2002 года
Одобрен
Советом Федерации
10 июля 2002 года
(в ред. Федеральных законов от 27.07.2006 N 148-ФЗ,
от 27.07.2006 N 153-ФЗ, от 10.05.2007 N 71-ФЗ,
от 24.07.2007 N 211-ФЗ, от 29.04.2008 N 54-ФЗ)
УКАЗ
ПРЕЗИДЕНТА РОССИЙСКОЙ ФЕДЕРАЦИИ
О МЕЖВЕДОМСТВЕННОЙ КОМИССИИ
ПО ПРОТИВОДЕЙСТВИЮ ЭКСТРЕМИЗМУ В РОССИЙСКОЙ ФЕДЕРАЦИИ
В целях совершенствования мер, направленных на противодействие экстремизму, постановляю:
1. Образовать Межведомственную комиссию по противодействию экстремизму в Российской Федерации.
2. Утвердить прилагаемые:
а) Положение о Межведомственной комиссии по противодействию экстремизму в Российской Федерации;
б) состав Межведомственной комиссии по противодействию экстремизму в Российской Федерации по должностям;
в) состав президиума Межведомственной комиссии по противодействию экстремизму в Российской Федерации по должностям.
3. Установить, что председателем Межведомственной комиссии по противодействию экстремизму в Российской Федерации по должности является Министр внутренних дел Российской Федерации.
4. Председателю Межведомственной комиссии по противодействию экстремизму в Российской Федерации в месячный срок утвердить персональный состав Межведомственной комиссии по противодействию экстремизму в Российской Федерации и ее президиума.
5. Генеральному прокурору Российской Федерации обеспечить участие одного из своих заместителей в работе Межведомственной комиссии по противодействию экстремизму в Российской Федерации.
6. Настоящий Указ вступает в силу со дня его подписания.
Президент
Российской Федерации
Д.МЕДВЕДЕВ
Москва, Кремль
26 июля 2011 года
N 988
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
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Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
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SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
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Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
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PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
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GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
2. Contents
Summary of key findings 1
Businesses are under pressure to improve and progress 1
IT departments are being tasked with enabling business transformation 1
IT departments are struggling to meet the needs of their businesses 1
The reasons for IT departments struggling to deliver as required are both
technical and organisational 2
The strained relationship between business and IT can have significant
consequences 2
Introduction 3
Objectives 3
Themes 3
What is the Ambition-Maturity Gap? 3
The demands faced by businesses and the pressures on IT 4
The need for change 4
Implementing change 5
The changes required are time-critical 5
The processes required are challenging 6
IT is struggling to meet the business need 7
Why is business change challenging and what are the
consequences? 9
3. The reasons 9
Bypassing the IT department 10
The Ambition-Maturity Gap 11
Further evidence of the Ambition/Maturity Gap 11
Bridging the Ambition/Maturity Gap 12
Appendix 14
Research Scope 14
About Vanson Bourne 14
About Cordys 14
4. Summary of key findings
Businesses are under pressure to improve Furthermore, the transformation required is
and progress far from simple.
Almost six in ten (57%) business decision-makers
Almost every business interviewed as part of
acknowledge that current business improvement
the survey process indicated that they are
projects are challenging.
operating under increased pressure, with
96% of business decision-makers reporting
Nearly all (92%) IT decision-makers describe the
that they have business priorities for 2012
achievement of business or process transformation
that have become a greater focus as a result
as challenging.
of the current economic and competitive
environment.
IT departments are struggling to meet the
This is having a significant impact on the demands needs of their businesses
of business decision-makers on the resources and
infrastructure available to them; 92% require Both business and IT decision-makers do not
improvements to the way their business functions. think the standard of IT that is currently
delivered is adequate.
IT departments are being tasked with
More than seven in ten (72%) business decision-
enabling business transformation makers believe that their business’s IT is NOT
facilitating their need to achieve their priorities for
All IT departments interviewed are feeling the 2012.
impact of the increased pressures under
which businesses are operating; all report Four in five (80%) IT decision-makers admit that
that they have been asked by areas of their their IT does not perform well in supporting or
business to make operational improvements. delivering certain functions key to an efficient,
competitive business.
Similarly, almost all business decision-makers are
aware of IT’s workload; 92% knowing of projects In addition, IT is not enabling the business
underway or planned, to improve operational transformation that is required.
effectiveness.
Two-thirds (65%) of business decision-makers
For the majority of businesses where report that their business’s IT is NOT helping them
improvements are planned or underway, achieve the business improvements they require.
there is an urgency attached to these tasks.
Similarly, two-thirds (67%) of IT decision-makers
Three-quarters (74%) of business decision-makers are of the opinion that their business colleagues do
describe exisitng or planned projects to improve not believe that their IT systems are helpful.
operational effectiveness as time-critical. Almost
six in ten (57%) IT decision-makers believe that
they are being asked to deliver IT projects more
quickly due to the current economic and
competitive environment.
1
5. The reasons for IT departments struggling absorb and react to their needs in a timescale that
to deliver as required are both technical matches their expectation.
and organisational Almost half (45%) of IT decision-makers believe
that their business tends to set unrealistic
Business process transformation, although timescales, not appreciating the work involved.
time-critical, is not happening within the
required timescales. Almost six in ten (58%) business decision-makers
would NOT describe the process how the business
More than a third (36%) of business decision- and IT work towards business or process
makers who regard as challenging the task IT has transformation as a collaborative one.
been set of delivering business process
improvement or transformation, do so because Almost six in ten (57%) IT decision-makers would
their experience is that those tasks usually take NOT describe the process how the business and IT
longer than planned. work towards business or process transformation
as a collaborative one.
As evidence of this, more than half (52%) of IT
decision-makers report that business or process The strained relationship between business
transformation tasks take longer than planned. and IT can have significant consequences
Legacy IT systems restrict the process of
Where business departments feel that IT is
business transformation, making those
not meeting their needs, there are those who
transformational tasks more challenging.
are using the availability of cloud services to
More than a quarter (27%) of business decision- bypass their IT department, further
makers who regard as challenging the task IT has complicating IT’s task of managing business
been set of delivering business process processes and business use of IT.
improvement or transformation, do so because of
Almost a quarter (23%) of business decision-
the inflexibility/insularity of IT systems.
makers in organisations using cloud, are doing so
And in the IT department, more than four in ten to bypass their IT department.
(44%) IT decision-makers believe the
Nearly six in ten (56%) IT decision-makers believe
inflexibility/insularity of business systems causes
a part of their business has already adopted a
business or process transformation to be
cloud-based solution and bypassed the IT
challenging.
department.
The relationship between business and IT
More than four in ten (42%) IT decision-makers
departments in many businesses is not
who think that their business has bypassed the IT
conducive to achieving a common goal.
department through their use of cloud, believe that
Around one in six (17%) business decision-makers it is because they need the systems up and running
who regard as challenging the task IT has been set quicker than they would be otherwise.
of delivering business process improvement or
transformation, report that it's hard to get IT to
2
6. Introduction
Objectives
The main objective of the research was to examine the demands and pressures under which
businesses and their IT departments operate and the impact on the relationship between them.
The research established a significant disconnect between the needs of businesses and IT’s current ability
to meet them. This disconnect has been defined as the Ambition/Maturity Gap.
Themes
There are four clear themes that run through the research:
The demands faced by businesses, and the pressures on IT
IT’s struggle to meet business needs
The reasons for, and consequences of, IT’s struggle to meet business needs
The Ambition/Maturity Gap
What is the Ambition-Maturity Gap?
The research demonstrates that whilst businesses are operating under intense pressure to
progress and change, and have the ambition and desire to implement this change, IT
departments are struggling to deliver.
Therefore, these is a disconnect between the ambition of businesses and IT’s ability to match
this ambition.
This disconnect can be described as the Ambition-Maturity gap.
However, in this report, there is also evidence that a small minority of IT departments are demonstrating
this maturity, to a greater or lesser extent, matching the desire and ambition of their business colleagues.
Significantly, this minority comprises businesses that have invested in Business Process Management
software.
3
7. The demands faced by businesses and the
pressures on IT
The need for change This demonstrates the extent to which businesses
are having to adapt their goals and re-evaluate
Now is not a time for complacency or simply their plans in accordance with their circumstances;
doing things the way they have always been agility and speed of reaction are essential.
done. Therefore, businesses require a wide array of
improvements to the way they are operating,
The vast majority of the businesses surveyed are including employee productivity/empowerment and
working under pressures that have become more how information systems work together; indicating
intense due to the prevailing economic and the role of successful working relationships
competitive environment; 96% of businesses have between colleagues and also across corporate IT.
priorities for this year that have become more of a
focus for them because of the environment in
The improvements required by business
which they find themselves currently. The priorities
departments
that are most likely to have become more
important recently are that of improving customer Employee
productivity/empowerment
74%
service/customer engagement and cutting costs;
representative of recent business attitudes of
How the information systems you
needing to achieve more whilst spending less. use work together
71%
How departments, locations,
Businesses’ priorities for 2012 that have increased functions collaborate across the 68%
in importance business
Improving customer service/
customer engagement
70% Business processes 67%
Cutting costs 70% Access to the business information
required to make decisions
65%
Trying to be more productive and
efficient to "do more with less"
67%
Figure 2: The percentage of businesses that want to see
Looking to grow new revenue
65% improvements made to these areas of fundamental
streams in new markets
productivity
Getting products/services to
market quicker
62%
Dealing with an increased burden
of regulation and compliance
54%
Figure 1: The percentage of businesses where these
2012 business priorities have become more of a focus, as
a result of the current economic and competitive
environment
4
8. Implementing change micro scale; it demonstrates how integral IT
departments are to achieving business success.
Business departments’ demands are having
an impact on the workload of the IT However, where all IT departments surveyed report
department as they are required to address that operational improvement projects are
the mounting the needs of their colleagues. underway or planned in the current year,
respondents in business departments are less
Every IT department surveyed reported that they certain that this is happening (figure 4). Evidently
have recently been tasked with enabling business departments are not always aware of the
operational improvement in at least one area of work being undertaken or planned by their IT
their business, be it improving business processes department, which suggests a lack of
(the most requested), or improving the availability communication between the two.
of corporate systems on mobile devices (the least
requested). Most, but not all business departments are aware
of the changes being implemented by IT
The operational improvements being implemented
by IT departments
Business processes 56%
Business processes 62% How departments, locations,
functions collaborate across the 49%
business
Cutting costs 58%
Employee
productivity/empowerment
43%
How departments, locations,
functions collaborate across the 49% Access to the business information
business
required to make decisions
40%
Access to the business information
required to make decisions
49% How the information systems you
use work together
34%
How the information systems you
use work together
48%
None of them 5%
Employee
productivity/empowerment
46%
Don't know 3%
Improving customer service/
customer engagement
35% Figure 4: The percentage of businesses reporting that
projects to improve operational effectiveness for the
Getting products/services to market
quicker
35% above areas are currently underway or planned for 2012
improvement in the areas above.
Getting corporate systems available
on mobile devices
27%
None 0%
The changes required are time-critical
An additional factor when it comes to the
Figure 3: The percentage of IT departments being
implementation of business and process
engaged by their busines to make operational
transformation is how quickly it is required.
improvement in the areas above.
Around three-quarters (74%) of the business
Figure 3 shows the wide variety of tasks being decision-makers surveyed describe as “time-
undertaken by IT departments at the request of critical” the projects, currently underway or
their business colleagues, on both a macro and planned, to improve operational effectiveness
within their company. This shows just how
5
9. important and urgent they are, and gives a sense The processes required are challenging
of the pressure being placed on the IT departments
tasked with implementing them. In addition to being required quickly, these
essential changes are difficult to implement.
Business departments reporting improvement The majority of business departments recognise
projects to be time-critical that the changes they are asking IT departments to
How the information systems you make are challenging, with almost six in ten (57%)
use work together
74%
reporting as such.
Access to the business information
required to make decisions
72%
Business departments recognise the
Employee improvements they seek are challenging
productivity/empowerment
71%
How departments, locations,
functions collaborate across the 51%
business
Business processes 68%
Access to the business information
How departments, locations, required to make decisions
47%
functions collaborate across the 63%
business
How the information systems you
use work together
47%
Figure 5: The percentage of businesses describing the
operational effectiveness projects listed as time-critical
Business processes 47%
Employee
This pressure is also reported by IT departments 44%
productivity/empowerment
themselves, with nearly six in ten (57%) reporting
that they are being asked to deliver projects more Figure 7: The percentage of businesses that regard their
quickly because of the prevailing economic or improvement projects as challenging.
competitive enrvironment. Only around a quarter
(28%) of IT departments believe that they are Similarly, IT departments acknowledge the scale of
given sufficient time to accomplish the work they the task they face, with more than nine in ten
are set. (92%) admitting that the process of business or
process transformation can be challenging.
IT departments are being given less time
IT departments also find it challenging
Yes
15%
8%
Yes
No - they recognise the
timescales we suggest
28% 57%
No - they have always
No
wanted delivery to be fast
92%
Figure 6: Have prevailing economic or competitive
environments caused business departments to want IT Figure 8: Can achieving business or process
projects to be delivered more quickly? transformation be challenging?
6
10. IT is struggling to meet the business need
The type and nature of the changes that are
being demanded, coupled with the fact that Businesses that report that IT is NOT helping
them make the changes they require
respondents from both camps describe the
process as challenging, makes it hardly a
Access to the business information
surprise that IT is struggling to deliver. required to make decisions
41%
Almost three-quarters (72%) of business decision- How departments, locations,
functions collaborate across the 41%
makers are currently of the opinion that their business
companies’ IT is NOT facilitating them in their aim
to achieve at least one of their business priorities Employee
38%
productivity/empowerment
for this year.
Business processes 38%
Businesses believe IT is NOT facilitating the
achievement of business priorities
How the information systems you
use work together
36%
Looking to grow new revenue
streams in new markets
46%
Figure 10: The percentage of businesses to answer that
Dealing with an increased burden their business’ IT is NOT a help when improving the
of regulation and compliance
41%
processes above.
Getting products/services to
market quicker
41%
Tellingly, IT departments are aware of these
Cutting costs 40% failings, with eight in ten (80%) reporting that
there is at least one area of IT’s support to the
Improving customer service/
37%
business that is NOT functioning well. When these
customer engagement
areas are so critical to the success of their
Trying to be more productive and business, this level of failure is difficult to justify.
efficient to "do more with less"
33%
The areas where they are most likely to be
Figure 9: The percentage of businesses to answer that
struggling are:
their business IT is NOT a facilitator in achieving the
business priorities above.
Managing highly interactive, ad-hoc, unplanned
customer interactions (45%)
Furthermore, two-thirds (65%) of business
Delivering a single view of a business “need”,
decision-makers believe that their company’s IT is
e.g. customer, risk, fraud, product (44%)
NOT helping them make the changes they require
to their business; changes that, as previously Providing data to mobile devices (43%)
shown, are considered critical to the success of
their business.
7
11. In additon, two-thirds (67%) of IT departments
think that the business systems they deliver are
NOT regarded as a help by the departments that
use them.
IT departments recognise their failings
IT is NOT seen by the
33% business as a help
67% IT is seen by the
business as a help
Figure 11: A business' IT systems can be a block to or a
facilitator of change. What is your impression of the
general opinion that the business has of its IT systems?
8
12. Why is business change challenging and what
are the consequences?
The reasons
Why IT departments consider business
improvement projects to be challenging
Business decision-makers are not short of views on
why business or process transformation is Business or process
challenging; the main reason is that tasks take transformation tasks usually take 52%
longer than planned
longer than planned.
Business tends to set unrealistic
timescales (doesn't appreciate the 45%
work involved)
Why business departments consider business
improvement projects to be challenging
The inflexibility/insularity of
business systems
44%
Business or process
transformation tasks usually take 36%
longer than planned Business or process
transformation tasks usually run 43%
over budget
The inflexibility/insularity of
business systems
27%
The proposed solution is always
complex
20%
It's hard to get IT to absorb and
react to our needs in a timescale 17%
that matches our expectation. Figure 13: The reasons why IT departments consider
business improvement projects to be challenging
Business or process
transformation tasks usually run 15%
over budget
A lack of communication and a failure to appreciate
The proposed solution is always
5%
the needs of the business and the capabilities of IT
complex
are also evident in how they describe their working
relationship when it comes to business
Figure 12: The main reason why businesses consider
business improvement projects to be challenging
improvement projects.
IT decision-makers are most likely to report the Business departments would not describe the
process as collaborative
same reason as their business colleagues, that the
tasks take longer than planned. Their second-
ranked answer, that business departments set It is a collaborative process
29%
unrealistic timescales – illustrates a lack of
communication and visibility of these processes 42%
It is driven by IT
between business and IT.
29% It is tasked to IT by the business
Figure 14: Business decision-makers’ description of the
process of achieving improvement projects
9
13. In the case of both business and IT decision-
makers, only a minority describes the process as
“collaborative”.
IT departments would not describe the
process as collaborative
It is a collaborative
19% process
43%
It is driven by IT
38%
It is tasked to IT by the
business
Figure 15: IT decision-makerss’ description of the
process of achieving improvement projects
Bypassing the IT department
A direct consequence of the apparent inability of IT,
the lack of communication between business and IT
and the resulting tension between the two, is that
business departments are seeking solutions to their
problems without the IT department’s involvement.
A quarter (23%)of business departments that use
cloud services, do so in order to bypass the IT
department. This creates an IT infrastructure that
is even more difficult to manage and integrate
effectively.
IT departments are very much aware of this issue;
more than half (56%) of IT decision-makers believe
that a part of their business has bypassed the IT
department by using cloud.
10
14. The Ambition-Maturity Gap
This report demonstrates that:
A lack of maturity: the execution, running and
measurement of business processes
Businesses are under pressure to create
change ... We build the processes into our
49%
applications/systems
And have the ambition and desire to We have built our own workflow
implement this change … tool
26%
We have purchased or are looking
IT departments are aware of this to use a Business Process 14%
requirement of their business … Management software
We don't execute processes in the
way you describe
11%
Yet they are struggling to deliver…
Causing additional complications. Figure 16: IT departments’ methods of executing,
running and measuring business processes
Therefore, there is a clear disconnect between
the ambition of businesses and the maturity
Similarly, fewer than one in ten (9%) IT decision-
of IT systems being provided to businesses.
makers appear to have the breadth of vision to
This disconnect has been defined as the
consider innovative solutions to the delivery of a
Ambition/Maturity Gap.
single view of informatin across their business.
Further evidence of the Ambition/Maturity
Gap A lack of maturity: the delivery of a single
view of information across the business
Demonstrating how IT departments are not
We have moved to a data
keeping pace with the business’s ambitions warehouse that contains this
44%
with their use of IT systems, is their approach information for the business to get
their single view
to a number of tasks and processes.
We have integrated together
For example, only around one in seven (14%) IT numerous systems and expose 30%
services to get this information
decision-makers use or plan to use Business
Process Management software to execute, run and
We don't deliver a single view in
measure business processes. the way you describe
17%
This means that six in seven businesses are
showing a reluctance to consider alternative We use or are planning to use
9%
Master Data Management (MDM)
solutions to the problems they are experiencing,
particularly the 11% who do not execute their
processes in such a manner at all. Other 1%
Figure 17: IT departments’ methods of delivering a
single view of information across their business
11
15. The sense that only a minority of IT decision- Bridging the Ambition/Maturity Gap
makers are willing to adopt new solutions to tackle
their current challenges is reinforced when we look The small minority of IT departments using a
at how they model and represent business BPMS appear to be experiencing key benefits,
processes. illustrating that use of such a technology can
bridge the gap between business ambition
Only one in ten (9%) IT decision-makers are using and IT’s ability to deliver.
a Business Process Management Suite (BPMS) to
model and represent their business processes. Users of a BPMS are more likely to report that their
IT is performing well when compared to non-users.
A lack of maturity: the modelling and
representing of business processes BPMS users’ IT performs better than that of
We model them in Visio, non-users
PowerPoint
41%
33%
We document them and model
them in a format such as UML
21%
We model them in a Business 19%
Process Analysis tool such as Aris
18%
We use a Business Process
Management Suite (BPMS)
9%
BPMS non-users BPMS users
We model them on paper 7% Figure 19: The percentage of IT departments to report
that their IT is performing well in regard to systems they
It's not something we have
need.
attempted to do
4%
Figure 18: IT departments’ methods of representing and It comes as no surprise that having IT systems that
modeling their business processes are seen to perform better, and an IT department
that is perceived to have a greater ability to deliver
the systems needed, leads to IT departments being
better valued within their businesses.
BPMS users’ IT is more helpful than that of
non-users
53%
31%
BPMS non-users BPMS users
Figure 20: The percentage of IT departments to report
that IT is considered to be a help by their business.
12
16. The use of a BPMS also improves the working
relationship between business and IT; users of a
BPMS are more likely to report that they have an
effective, collaborative and aligned business and IT
relationship.
BPMS-using IT departments have a better
relationship with business departments
83%
61%
BPMS non-users BPMS Users
Figure 21: The percentage of IT departments to report
that they have an effective, collaborative, aligned
business and IT relationship.
Use of a BPMS also provides specific IT benefits,
such as when handling complex system integration.
Users of a BPMS are three times more likely to
describe their handling of complex system
integration as excellent, than non-users.
BPMS-using IT departments are better
equipped when handling complex system
integration
83%
61%
BPMS non-users BPMS Users
Figure 22: The percentage of IT departments to report
that they they handle complex system integration
excellently.
13