Week 3 Lesson
IT SHARED SERVICES
IT SHARED SERVICES – OVERVIEW
According to Accenture (2005), shared services is the consolidation of support functions from several departments into a standalone organizational entity whose only mission is to provide services as efficiently and effectively as possible.
So, what is IT Share services?
IT shared service is a strategy in which non-core functions (e.g., tasks, or projects) commonly performed by various units in an organizations are given to a department within an organization to be efficiently executed, providing cost saving, and customer satisfaction value.
IT core functions might include network management/maintenance, desktop management, software management, change management, IT capital planning, user training, help desk/incident management, disaster recovery, and a plethora of other services we sometimes take for granted (Roit, 2009).
In short a centralized model for IT shared service must have some autonomy to strategize and maximize resources utilization, bringing value to the corporation. A shared service model is always centralized; it runs as an independent business unit with their own budget and bottom-line accountabilities to the parent organization; it has a customer-centric mind-set, and its job is to provide high-quality, cost effective and timely service. A shared service could compete for internal or external services. It is called in-sourcing when services are requested from internal users and out-sourcing when requested from external uses.
The goal of this section is to provide the student with insight and understanding on how to successfully establish an IT shared service.
IT SHARED SERVICES - PROS AND CONS
Some of the Pros and Cons from the parent organization's standpoint are presented in the table below:
PROs from an Organization's Standpoint
PROs from an IT Shared Service Unit's Standpoint
· Standardization - Uniformity of Services
· Service improvements and cost reductions
· Functions are focus to the "core competencies" of the shared-service unit
· It has the potential to become a profit center (if organizations decides to offer these services externally)
· Professionalism - due to customer centric model
· Increased efficiencies - due to standardization
· Increased control - due to centralization
· Decreased personnel requirements - due to centralization of operations
· Improved economies of scale - due to concentration of purchasing power, HR, and other specialized functions
· Personnel development targeted toward service management
CONs to the Implementation of an IT Shared Service
· Becoming a disruption of operations flow.
· Instilling an "us vs. them" subculture mentality, deteriorating the provider-customer (i.e., internal user) relationship.
· Moving work to a centralized location (creating time, or resources, waste or duplication)
· Lengthening the time it takes to deliver a service
· Additional cost associated with management bureaucracy and overhead
· Extra ...
Netmagic solutions, leading IT Managed service provider with Data centers & Cloud Computing in India fulfills your entire IT infrastructure requirements: from collocation services to dedicated hosting, diaster recovery & data Storage solutions.
Technology Cost Management 4D Framework: A Smarter Way to Manage IT CostsCognizant
A framework for financial services IT cost management optimization based on a 4D approach: defining business vision, documenting current state, delineating business architecture and deciding build vs. buy.
IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset.
The paper describes the methodology created by Action Research Foundation for Practical ITSM transformation
Bending the IT Op-Ex Cost Curve Through IT SimplificationCognizant
CIOs can cut back operations expenditures (Op-Ex) and redirect the funds to strategic digital transformation by reducing IT complexity and rooting out inefficiencies while engaged in IT simplification.
Netmagic solutions, leading IT Managed service provider with Data centers & Cloud Computing in India fulfills your entire IT infrastructure requirements: from collocation services to dedicated hosting, diaster recovery & data Storage solutions.
Technology Cost Management 4D Framework: A Smarter Way to Manage IT CostsCognizant
A framework for financial services IT cost management optimization based on a 4D approach: defining business vision, documenting current state, delineating business architecture and deciding build vs. buy.
IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset.
The paper describes the methodology created by Action Research Foundation for Practical ITSM transformation
Bending the IT Op-Ex Cost Curve Through IT SimplificationCognizant
CIOs can cut back operations expenditures (Op-Ex) and redirect the funds to strategic digital transformation by reducing IT complexity and rooting out inefficiencies while engaged in IT simplification.
Equipping IT to Deliver Faster, More Flexible Service ManagementCognizant
IT must apply new strategies and tools to the service management function, in order to address fundamental changes in how end-users consume technology and services. Here's how IT can increase service delivery speeds and user satisfaction, while delivering greater business value.
IT Services have been an in-house function for most of organizations across the globe a decade ago. With rapid growth in new technologies and expansion of customer base, organizations were unable to adapt to changes relying solely on their in-house IT teams. This gave rise to external IT service providers and proliferation of multiple engagement models.
Managing It Innovation: Recessionary and Post-Recessionary Service and Staffi...IJMIT JOURNAL
Information Technology (IT) service and staffing models were increasingly reduced in the wake of
recession, which often limits focus for long-term innovation, as the remaining services and staff are focused
on producing short-term requirements. Despite these cutbacks, organizations must continue to innovate and
provide contributions to the set of stakeholders. In addition as the post-recessionary timeframe begins,
organizations that continued to innovate throughout the recession, must retain human capital and take
advantage of their prior investments. Organizations that focus on innovation during recessionary
timeframes, are more likely to emerge in a superior competitive position during post-recessionary
timeframes. This paper explores identified industry best practices for IT service and staffing models that
can be utilized to ensure adequate resources are dedicated to achieving innovation, and management
implications for post-recessionary methods. In addition, a review of the capacities and capabilities which
fall under the new IT service and staffing models are developed in the form of an innovation matrix. This
approach reduces IT requirements to focus on key strategic service areas, with considerations for reduced
staffing needs during periods of economic downturn, and staffing retention during the following economic
upturn.
88C H A P T E R7 Creating IT Shared Services11 Thi.docxpriestmanmable
88
C H A P T E R
7 Creating IT Shared Services1
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith. “Creating
IT Shared Services.” Communications of the Association for Information Systems 29, Article 34 (October 2011):
645–656. Reproduced by permission of the Association for Information Systems.
A “shared service” is the “provision of a service by one part of an organization where that service had previously been found in more than one part of the organization. Thus the funding and resourcing of the service is shared and the
providing department effectively becomes an internal service provider” (Wikipedia
2014). The key idea is “sharing” within an organization. It suggests centralization of
resources, uniformity of service, consistent processes for service provisioning, econo-
mies of scale, reduced headcount, and enhanced professionalism. As such it has definite
appeal for IT organizations, and creating them has been identified as one of the effective
habits of successful CIOs (Andriole 2007).
For the business, an IT shared service is also appealing but for a different set of
reasons. Although the promise of reducing costs, time, and complexity through reuse
and the ability to leverage IT skills and knowledge are attractive, they rank a distant
second to the ability to free up resources by transferring responsibility for a noncore
activity to another organizational body. Not surprisingly, the successful creation of a
shared service is by necessity an exercise in goal alignment (between the business and
IT) coupled with a strategy for goal attainment.
A shared services organization constitutes an alternate business model. Therefore,
the decision to adopt a shared services model entails a number of critical questions for
management, such as What are the key attributes of a good candidate for a shared ser-
vice? How should a shared service be organized, managed, and governed? What is the
relationship between shared services and the parent organization? What can be learned
from experience with a shared services model? What theoretical and practical insight is
offered by published studies of shared services?
This chapter explores these questions. It begins with a review of the published
literature to provide some definitional clarity concerning the shared services model
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and to differentiate shared services from other closely related models. The remainder of
the chapter focuses on the key management issues surrounding the IT shared services
model, including the pros and cons, key organizational factors, and identifying candi-
date shared services. It concludes with an integrated shared services conceptual model
and recommendations for moving toward successful shared services in IT.
IT SHARED SERVICES: AN OVERVIEW
As already noted, the key high-level concepts of a shared service are that a single group
within the o.
The Service Management Office - Driving it performance in the face of rising ...3gamma
Delivering IT services efficiently and effectively while managing a multi-vendor environment requires planning, coordination and a high degree of service management expertise. Establishing a Service Management Office (SMO) provides the single point of focus to achieve this.
Leveraging IT to create business agility: Why leading IT organisations are re...3gamma
CIOs are under pressure. Some analysts are even predicting the end of the CIO role. In the light of digitalisation and an ever-increasing need for business agility, IT is becoming an embedded part of the business. Information technology is no longer just a utility but a deeply integrated driver of products and services within most companies. An ever-changing environment means that old assumptions on how to deliver IT services need to be revisited if the IT organisation is to remain relevant.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
The overwhelming challenges of IT infrastructure managementNIIT Technologies
CIOs are now looking at IT infrastructure management as a mean to drive business transformation. To transform the way businesses work, CIOs need responsive systems and processes to bridge the gap between operations and business. With this understanding, IT leaders need to align IT with business and manage IT infrastructure as a service model. This paper surveys the challenges service providers face in managing IT infrastructures. It also lists down solutions for the effective management of IT infrastructures.
How an integrated management system (IMS) helps companies to remain competitive Etienne Venter
To thrive in global competitiveness and to survive in today's markets, organizations and companies need to look at every aspect of their business processes. While providing quality products and services, they should consider other management standards as well i.e. Quality Management, Environmental Management, Safety Management, Energy Management, Information Security Management, GDPR & Food Safety Management. Thus, an integrated management system will enable organizations to work as a single unit with unified objectives. These management standards can be integrated by embedding them with the core business processes of the organization. With Symbio this is straight forward and easy to achieve.
A different way to look at the challenges of IT operations :
monitoring your environment is one thing but don't you need to know who is taking care of your issues ?
IT operations is as much about your NOC people than it is about your monitoring infrastructure
The Future of IT: A Zero Maintenance StrategyCognizant
IT organizations walk a fine line in optimizing both maintenance and opportunity costs but our structured approach ensures operational excellence by emphasizing the need to run technical, operational, functional and knowledge "debts" and calibrate applications on business throughput.
Milestones Navigating Late Childhood to AdolescenceFrom the m.docxjessiehampson
Milestones: Navigating Late Childhood to Adolescence
From the movie, Lila, Eight to Thirteen in this week's materials, identify 2–3 developmental milestones Lila reaches, and assess whether or not you think she successfully navigates her way through them as she prepares for adolescence. Support your assertions with evidence from your text and this week's materials.
.
Migration and RefugeesMany immigrants in the region flee persecu.docxjessiehampson
Migration and Refugees
Many immigrants in the region flee persecution and then return after they are liberated. For example, 700,000 Jews were allowed to leave the former Soviet Union and enter Israel in the 1990s. There has also been a migration of Palestinian people. Discuss the following:
Why do you think that Israel is such an important place for the Jews?
What is the importance of the area to the Palestinians?
What do you think the impact would be on you and your families if you participated in such long-distance migration?
No references needed, need response within 3 hours!
.
More Related Content
Similar to Week 3 LessonIT SHARED SERVICESIT SHARED SERVICES – OVERVIEW.docx
Equipping IT to Deliver Faster, More Flexible Service ManagementCognizant
IT must apply new strategies and tools to the service management function, in order to address fundamental changes in how end-users consume technology and services. Here's how IT can increase service delivery speeds and user satisfaction, while delivering greater business value.
IT Services have been an in-house function for most of organizations across the globe a decade ago. With rapid growth in new technologies and expansion of customer base, organizations were unable to adapt to changes relying solely on their in-house IT teams. This gave rise to external IT service providers and proliferation of multiple engagement models.
Managing It Innovation: Recessionary and Post-Recessionary Service and Staffi...IJMIT JOURNAL
Information Technology (IT) service and staffing models were increasingly reduced in the wake of
recession, which often limits focus for long-term innovation, as the remaining services and staff are focused
on producing short-term requirements. Despite these cutbacks, organizations must continue to innovate and
provide contributions to the set of stakeholders. In addition as the post-recessionary timeframe begins,
organizations that continued to innovate throughout the recession, must retain human capital and take
advantage of their prior investments. Organizations that focus on innovation during recessionary
timeframes, are more likely to emerge in a superior competitive position during post-recessionary
timeframes. This paper explores identified industry best practices for IT service and staffing models that
can be utilized to ensure adequate resources are dedicated to achieving innovation, and management
implications for post-recessionary methods. In addition, a review of the capacities and capabilities which
fall under the new IT service and staffing models are developed in the form of an innovation matrix. This
approach reduces IT requirements to focus on key strategic service areas, with considerations for reduced
staffing needs during periods of economic downturn, and staffing retention during the following economic
upturn.
88C H A P T E R7 Creating IT Shared Services11 Thi.docxpriestmanmable
88
C H A P T E R
7 Creating IT Shared Services1
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith. “Creating
IT Shared Services.” Communications of the Association for Information Systems 29, Article 34 (October 2011):
645–656. Reproduced by permission of the Association for Information Systems.
A “shared service” is the “provision of a service by one part of an organization where that service had previously been found in more than one part of the organization. Thus the funding and resourcing of the service is shared and the
providing department effectively becomes an internal service provider” (Wikipedia
2014). The key idea is “sharing” within an organization. It suggests centralization of
resources, uniformity of service, consistent processes for service provisioning, econo-
mies of scale, reduced headcount, and enhanced professionalism. As such it has definite
appeal for IT organizations, and creating them has been identified as one of the effective
habits of successful CIOs (Andriole 2007).
For the business, an IT shared service is also appealing but for a different set of
reasons. Although the promise of reducing costs, time, and complexity through reuse
and the ability to leverage IT skills and knowledge are attractive, they rank a distant
second to the ability to free up resources by transferring responsibility for a noncore
activity to another organizational body. Not surprisingly, the successful creation of a
shared service is by necessity an exercise in goal alignment (between the business and
IT) coupled with a strategy for goal attainment.
A shared services organization constitutes an alternate business model. Therefore,
the decision to adopt a shared services model entails a number of critical questions for
management, such as What are the key attributes of a good candidate for a shared ser-
vice? How should a shared service be organized, managed, and governed? What is the
relationship between shared services and the parent organization? What can be learned
from experience with a shared services model? What theoretical and practical insight is
offered by published studies of shared services?
This chapter explores these questions. It begins with a review of the published
literature to provide some definitional clarity concerning the shared services model
� $IBQUFS��� r� $SFBUJOH�*5�4IBSFE�4FSWJDFT 89
and to differentiate shared services from other closely related models. The remainder of
the chapter focuses on the key management issues surrounding the IT shared services
model, including the pros and cons, key organizational factors, and identifying candi-
date shared services. It concludes with an integrated shared services conceptual model
and recommendations for moving toward successful shared services in IT.
IT SHARED SERVICES: AN OVERVIEW
As already noted, the key high-level concepts of a shared service are that a single group
within the o.
The Service Management Office - Driving it performance in the face of rising ...3gamma
Delivering IT services efficiently and effectively while managing a multi-vendor environment requires planning, coordination and a high degree of service management expertise. Establishing a Service Management Office (SMO) provides the single point of focus to achieve this.
Leveraging IT to create business agility: Why leading IT organisations are re...3gamma
CIOs are under pressure. Some analysts are even predicting the end of the CIO role. In the light of digitalisation and an ever-increasing need for business agility, IT is becoming an embedded part of the business. Information technology is no longer just a utility but a deeply integrated driver of products and services within most companies. An ever-changing environment means that old assumptions on how to deliver IT services need to be revisited if the IT organisation is to remain relevant.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
The overwhelming challenges of IT infrastructure managementNIIT Technologies
CIOs are now looking at IT infrastructure management as a mean to drive business transformation. To transform the way businesses work, CIOs need responsive systems and processes to bridge the gap between operations and business. With this understanding, IT leaders need to align IT with business and manage IT infrastructure as a service model. This paper surveys the challenges service providers face in managing IT infrastructures. It also lists down solutions for the effective management of IT infrastructures.
How an integrated management system (IMS) helps companies to remain competitive Etienne Venter
To thrive in global competitiveness and to survive in today's markets, organizations and companies need to look at every aspect of their business processes. While providing quality products and services, they should consider other management standards as well i.e. Quality Management, Environmental Management, Safety Management, Energy Management, Information Security Management, GDPR & Food Safety Management. Thus, an integrated management system will enable organizations to work as a single unit with unified objectives. These management standards can be integrated by embedding them with the core business processes of the organization. With Symbio this is straight forward and easy to achieve.
A different way to look at the challenges of IT operations :
monitoring your environment is one thing but don't you need to know who is taking care of your issues ?
IT operations is as much about your NOC people than it is about your monitoring infrastructure
The Future of IT: A Zero Maintenance StrategyCognizant
IT organizations walk a fine line in optimizing both maintenance and opportunity costs but our structured approach ensures operational excellence by emphasizing the need to run technical, operational, functional and knowledge "debts" and calibrate applications on business throughput.
Milestones Navigating Late Childhood to AdolescenceFrom the m.docxjessiehampson
Milestones: Navigating Late Childhood to Adolescence
From the movie, Lila, Eight to Thirteen in this week's materials, identify 2–3 developmental milestones Lila reaches, and assess whether or not you think she successfully navigates her way through them as she prepares for adolescence. Support your assertions with evidence from your text and this week's materials.
.
Migration and RefugeesMany immigrants in the region flee persecu.docxjessiehampson
Migration and Refugees
Many immigrants in the region flee persecution and then return after they are liberated. For example, 700,000 Jews were allowed to leave the former Soviet Union and enter Israel in the 1990s. There has also been a migration of Palestinian people. Discuss the following:
Why do you think that Israel is such an important place for the Jews?
What is the importance of the area to the Palestinians?
What do you think the impact would be on you and your families if you participated in such long-distance migration?
No references needed, need response within 3 hours!
.
Min-2 pagesThe goal is to develop a professional document, take .docxjessiehampson
Min-2 pages
The goal is to develop a professional document, take a stake in your company (its a t-shirt and apparel company; see attached) as a business owner, and develop a business plan with the aim of securing financing to expand one’s business for an established firm.
Complete the following: (using the business plan working document)
10.0 Financials Plan
*Annotated plan has additional details if you have questions or need explanation
.
Mingzhi Hu
First Paper
3/5/2020
POLS 203
Application of Realism Theory on Civil war in Syria and International Relations
International relation can be best understood through the various schools of thought or
rather theories. They are significant in giving a comprehensive detail of the constructs that make
international relations. Realism theory still remains one of the most influential tools in
understanding events related to international relations. This is because it provides a pragmatic
approach in examining current events in the sphere of international relations (Maghroori, pg. 17).
Realism is divided into three subdivisions, seeking to explain causes of state conflict. This
include classical realism that argues that the conflict comes from the nature of man, neorealist
which associates conflict the elements of the state, and neoclassical realism which associates it to
both human nature and elements of the state. This school of thought is grounded on some
fundamental principles that make the core of its arguments.
The first assumption in realism is the idea that a country, usually referred to as a state,
serves as the main actor in international relations. It acknowledges the fact that there are other
actors like individuals and organizations, which have limited influence (Maghroori 11).
Secondly, the state is considered a unitary player, which is expected to work harmoniously, with
regard to matters of national interest. In addition, realists believe that the people who make
decisions are rational players, since this rationality is required in pursuing the interest of the
nation. In essence, the leaders are believed to understand these assumptions regardless of their
Laci Hubbard-Mattix
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But selfish
Laci Hubbard-Mattix
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Laci Hubbard-Mattix
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What do you mean by "work harmoniously"
Laci Hubbard-Mattix
90000004849605
It is not clear what this sentence means.
political position, so ensure their sustainability and continuity. Consequently, it is assumed that
states exist in an anarchy context, where there is no single international leader. In this
theorization, the role of nature in influencing human action is not ignored. It asserts that nature
influence people to continue acting in repetitive tendencies. In this assumption, it comes out that
people desire power because of the egoistic nature. The innate selfishness of human beings,
mistrust and their thirst for power explains the unpredicted consequences that can result from
their actions (Maghroori 20). Such human tendencies can explain the unending wars among
nations. Bearing the fact that nations are governed by human beings, their nature contributes
largely to their behavioral tendencies, which in turn influence its security.
Realist therefore assume that leaders have the responsibility to promote the security of
their country in all fronts. This can be realized through consta.
Miller, 1 Sarah Miller Professor Kristen Johnson C.docxjessiehampson
Miller, 1
Sarah Miller
Professor Kristen Johnson
CHID 230
2 April 2019
The Myth of Disability as Isolating in Tim Burton’s Edward Scissorhands
Jay Timothy Dolmage discusses the common disability myths that condition our
understanding of disability in his work Disability Rhetoric. He argues that these myths create the
perception that disabled people are “others”, through the portrayal of them as lesser, surplus, or
improper (Dolmage, 31). One of the myths that Dolmage examines is disability as isolating or
individualizing, which is perpetrated through narratives of disabled people living in isolation,
rarely having romantic relationships or friendships, and often being left alone at the end
(Dolmage, 43). This myth can be seen in the film Edward Scissorhands, directed by Tim Burton.
Edward is a human being created by an inventor, yet the inventor’s death before his completion
leaves him with scissor blades for hands. Edward lives in a gothic mansion atop a hill,
completely in isolation until local Avon saleswoman Peg Boggs visits. She is initially frightened
by his appearance, yet decides to take him home with her upon the realization that he is
harmless. Edward’s disability causes his transition into society to be largely unsuccessful, as he
is objectified and used by other people for their benefit, and at the end of the film he is forced to
return to living in isolation after their perception of him turns to one of fear and scorn.
Edward’s isolation from society is symbolically portrayed through many film design
techniques. The mansion in which he lives at the beginning and the end of the film starkly
contrasts the community in which the able-bodied society lives. The mansion is gothic, dark, and
partially in ruins, whereas the rest of the houses are brightly colored in pinks, yellows, and
Miller, 2
greens, all with perfectly manicured green lawns. His appearance also separates him from the
rest of society, as he has very pale skin, dark under-eyes, black untamed hair, and wears gothic
industrial clothes. The able-bodied individuals often wear colorful or light clothes and appear
quite “ordinary”. The contrast created between Edward and society through set, clothing,
makeup, and hair design work to portray Edward and his disability as unusual, creepy, and
“other”. Peg even attempts to “normalize” his appearance by giving him different clothes to wear
and attempting to cover his scars with makeup, in the hopes that it will ease his transition into the
community. This film phenomenon is discussed by Martin F. Norden in his book The Cinema of
Isolation: A History of Physical Disabilities in the Movies. He argues that filmmakers will
separate disabled characters from their able-bodied peers not only through the storyline, but also
through a number of design elements. He also states that this technique allows filmmakers to
reflect an able-bodied point of view and reduce d.
Migrating to the Cloud Please respond to the following1. .docxjessiehampson
"Migrating to the Cloud" Please respond to the following:
1. Imagine that you are a CIO and you have been tasked to examine the process of moving from one host server or storage location to another. Predict two foreseen challenges of migrating an application to the cloud in a live migration and high- availability setting. Propose a preventative measure or a solution for each of these challenges.
2. Imagine that you are the CIO for a midsized organization in this industry. Determine, in 10 or less steps, the timeline for a live migration to the cloud in your organization. Determine the three greatest risks in this deployment.
.
Mike, Ana, Tiffany, Josh and Annie are heading to the store to get.docxjessiehampson
Mike, Ana, Tiffany, Josh and Annie are heading to the store to get some snacks. Mike has $1, Ana has $2, Tiffany has $3, Josh has $4, and Annie has $5.
What's the average (mean) amount of cash the five kids have? What's the median? A few days later, Annie's family won the lottery, and the kids go together to the store to get some snacks again. This time Mike has $1, Ana has $2, Tiffany has $3, Josh has $4, and Annie has wad of cash totaling $5,000.
What's the average (mean) amount of cash the five kids have this time? What's the median?
From part a, how have the mean and the median changed?
Which one - the mean or the median - is a better reflection of how much money they have together? Take you time before answering.
.
Michelle Wrote; There are several different reasons why an inter.docxjessiehampson
Michelle Wrote;
There are several different reasons why an intervention fails, such as the wrong intervention being selected or trying to solve the wrong problem. It is important that when performing and intervention that every thing have been severely observed and taken into consideration. I worked with an organization that was a travel agency, and they operated off of the commission that was collected from the booking that are processed, but they also provided a discount to the members that was taken out of the commission total. The issue was that when they initially opened the department there was no budget plan done and no guidelines were given, the agents were told to use discretion, and all though the department was a huge success in booking reservations they were still failing, because they were not withholding enough commission for the organization to operate under. Where the intervention process failed is that they never had formal training, which would have been a focus group to define the exact percentage to give to customer and the amount the organization needed to cover their overhead. During the meeting process there should have been definite guidelines to lead employees and managers from the accounting department so that the employees did not need to play the guessing game. Although they had the meeting nothing changed, because the problem was not solved with the employees and managers and was not addressed by the accounting department. The business is now in danger of folding because of the poor communication practices.
William Wrote:
Although what I am going to talk about is not my workplace but the place that I volunteer my time to sit on the board of directors for a non profit agency. As a board member we oversee the agency as a whole but we also break down into small committee groups to address needs as they arise. One of the committees that I am on is the planning committee. A change that was implemented by administration, program staff, and the board was all departments would start entering all their own data. At the time the agency had two data entry personal that was entering all agency data. So the change we made was that instead of hiring another data entry person we would require all programs to enter their own data into the collection software. This ended up being a failure that could have been huge had we not pulled reports the first two quarters of the year. What we found was some programs were right on target with getting their information entered with the first quarter. The Executive Director addressed this with staff. When the second quarter reports were pulled the data did not get any better. As an agency this failed due to program staff just did not have the appropriate time to take on more data entry. The agency ended up where we should have to start off, hiring another data entry staff member. I will say with this failure it actually turned into a very positive experience over all.
.
Midterm Lad Report 7
Midterm Lab Report
Introduction
Cellular respiration refers to all the metabolic processes and chemical reactions that take place in living organisms, particularly at the cellular level. These processes focus on the extraction of energy from nutrients. It is also responsible for converting the biochemical energy into 'adenosine triphosphate' (ATP) by the breakdown of sugars in the cells (Bennet 58). Cellular respiration is also responsible for the process by which cells release chemical energy required for conducting cellular activities. The reactions and processes facilitate the release of waste products from the cells. This experiment seeks to conduct a study of the processes and reactions involved during cellular respiration. The experiment will include several activities, such as having a study on the amount of Carbon dioxide produced during the experiment.
The number of levels of the growth of a yeast medium as a dependent variable will also be monitored during the experiment. There are other several independent variables associated with the experiment. These independent variables include sugar and temperature, among others, and their role in the experiment were also monitored. The experiment design involved the use of airtight balloons capped over reaction chambers that were used to collect the Carbon dioxide produced during the experiment. The reaction chambers contained sugars and yeast medium, which facilitated the reactions. Thermometers and pH scale were used to monitor the changes in temperature and acidity levels during the experiment. The paper involves a lab design that institute steps such as arranging the bottles used on the experiment. Notably, a proper arrangement to make sure that all the carbon dioxide released during the respiration process is well tapped in the bottles for correct lab results
Methodology
The actual procedure for experimenting involved taking measurements and recording of all observations made during the experiment. For accurate results, measures were taken three times, and a mean measurement was calculated and recorded. Winzler asserts that the mean obtained from the measurements should be used to calculate the standard deviation, which in turn facilitated the calculation of uncertainty (276). Below are the steps for conducting the experiment. It is essential to read the instructions carefully safety and accuracy during the experiment. Notably, all the lab and experiment results were well observed and thus making sure that there are limited errors in the whole process.
Consequently, all the steps required in the lab report were also clearly followed to help in getting the correct data and even not to affect the whole experiment process. The experiment involved setting the apparatus as per the set standard and the requirement. As per this concept, all the apparatus were set in a proper way to avoid vague results. Notably, to get the correct measurement and results, it is import.
MicroEssay Identify a behavioral tendency that you believe.docxjessiehampson
MicroEssay
Identify a behavioral tendency that you believe you have inherited (one that is determined, at least in part, by your genetic make-up). Explain the ways you think this trait has been affected by your environment by applying the different types of gene x environment correlations to your example (passive, evocative, and active)? What does this suggest about the nature-nurture debate?
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MILNETVisionMILNETs vision is to leverage the diverse mili.docxjessiehampson
MILNET
Vision
MILNETs vision is to leverage the diverse military experience of Crawford employees to create awareness opportunities that help forester an appreciation, understand, and respect for the military culture and members we serve
Benefits
· Know our Members
· Support recruiting and retention
· Facilitate transition from military to Crawford
· Centralized source to connect with peer veterans
· Provide Member Experience, Marketing, and other Crawford initiatives and expert knowledge base.
MILNET Leadership Team (Volunteer position)
· Event & Volunteer Lead- Plan and execute mandatory enterprise events
· Technology Lead- Maintain MILNET budget throughout the year and reports overview or expenses monthly
· MILNET Spouse Lead- Ensures connect of sites are up to date/accurate, to include Veteran/Military Spouse Registration
· Secretary-Manages relationships by identifying opportunism for partnership
· Communications/Marketing Lead- Communicates to the MILNET community regularly via multiple channels (Email, Internal Social) regarding upcoming events, announcement, and other communications.
Background
Grandfather Air force
Parents- Army
Myself- Army
Spouse Army
Skills
Knowledgeable
Passionate
Qualified
Education
-Associates Accounting
-Bachelor’s in business and HR
-MRA w/ HR concentration
1 – Paragraph for each question (Professional answers)
Question 1- What is your visions of MILNET?
Question 2-How would your selection impact the Leadership Team?
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midtermAnswer all question with proper number atleast 1 and half.docxjessiehampson
midterm
Answer all question with proper number atleast 1 and half page
APA FORMAT SIZE 12
1. Why is culture important to political scientists?
2. How is political science an interdisciplinary major?
3. How can politics be treated as a science?
4. Describe how modern liberalism differs from classical liberalism and explain how modern conservatism related to classical liberalism?
5. Explain how nationalism can be dangerous to a nation. Use both theoretical ideas and concrete examples to support your claims
6.
Evaluate the "end of ideology" argument by considering the facts that fit and contradict this view on today's world
7. What are the means by which power is institutionalized? What makes for good institutions? Provide examples from the United States and one other country
8. Identify the purposes of constitutions and explain why they are necessary
9. Describe how the principle of separation of powers is manifested in the U.S. Constitution and explain how this principle has evolved over time in the United States.
10. Bonus Question: What are the 10 Bill of Rights
.
Midterm QuestionIs the movement towards human security a true .docxjessiehampson
Midterm Question
Is the movement towards human security a true paradigm shift? In answering this question make sure to consider which of the authors whom you have read in Weeks one to four of the course support your view and which do not. *The sole use of attached readings is required for the midterm*
Midterm Assignment – Instructions (Read Carefully)
In university courses, assignments (or assessments) are meant to give students the opportunity to demonstrate what they have been learning in the course – and give instructors evidence that such learning is occurring within the classroom. Because of these objectives, it is imperative to incorporate the specifics of what you’ve been studying in the course into your writing assignments. You accomplish this by answering the Midterm question in the assessment via the course objectives and readings from the course. The midterm will cover the following objectives:
1. Describe the role of rapid globalization in changing perceptions of security
2. Identify key threats to human security (food security, personal security, environmental security)
3. Apply the concepts of human security
4. Compare and contrast traditional international relations approaches to security with the doctrine of human security.
Additional Instructions
To answer the Midterm question you will write an analytical essay. The analytical essay is a practical approach to solving a problem. So think of this essay question as you would an assignment from your boss: “I need you to take a look at this problem and solve it for me using things from your IR toolkit (what you have learned, or know). Present a well-written, concise answer to me in four pages. I need it by tomorrow morning.” This is how it happens in the real world, and this is what we want to prepare you to do. To achieve this structure of the essay please keep the following tips in mind:
1. Remember that the analytical essay is highly-structured. Each paragraph should look like the others in terms of style and substance. Writing to the limit of four pages is an art and something you need to learn to do. So, don’t write fewer than four pages and don’t write more. You may need to write over just a little and then edit away the extra parts of the essay to reach the concise four pages.
2. Review your submission and make sure that you have covered the requirements of the assignment using only material from the lessons and readings.
Format for the Essay:
1. Do not use a cover page. Instead, create a header with your name, assignment name, and date. To do this in Word, go to “insert” and then “header.” Do the same thing to insert a ‘footer’ and include page numbers. If you need help, use the ‘help’ function to learn more within Word.
2. Your submission should be four pages (no more, no less) and look like this:
a. Introduction: Introduce your topic & include a thesis. To help you set up your analytical essay include three reasons why you agree or disagree with the midterm quest.
MGT/526 v1
Wk 2 – Apply: Organizational Analysis
MGT/526 v1
Page 2 of 2
Wk 2 – Apply: Organizational AnalysisInstructions
Complete the worksheet based on your chosen organization. Use Business Source Complete and your selected company’s website, annual report, and other available sources. Part 1: Organization Information
Organization
Define your chosen company and its industry.
Mission and Vision
Identify the mission and vision of the organization.
Mission
Vision
Organizational Initiatives
Outline 1-2 major initiative for this organization. What are they currently doing to support these initiatives?
Organizational Plans
Describe the plans employed by the organization. Determine which types of managers create each type of plan.
Type of Plan
Description
Type of Manager
SWOT Analysis
There are various factors within the external environment of an organization that impacts its strategy.
Analyze the organization’s SWOT analysis. Identify the internal and external factors. Include a link to the SWOT analysis in the Reference section of this worksheet.
Internal Factors
External Factors
Part 2: Evaluation
Evaluate if the mission, vision, planning process, and SWOT analysis meets the current needs of the organization. Include the following in your evaluation:
· Describe the unmet need, (not limited to product or service, can be new demographic, new mode of delivery, etc.).
· Analyze your competitive advantages.
· Based upon the SWOT analysis, is there another business that is doing something similar that can be referred to? Provide examples.
· If there is not another business, describe how what you’re doing is a unique product or service offering.
· Propose a competitive business initiative to address the unmet need.
· Create a high-level timeline and operational steps necessary to implement your solution. References
Include a link to theSWOT analysis.
Copyright 2020 by University of Phoenix. All rights reserved.
Copyright 2020 by University of Phoenix. All rights reserved.
COUN 6785: Social Change in Action:
Prevention, Consultation, and Advocacy
Social Change Portfolio
M. Negrón
Contents
Introduction
Scope and Consequences
Social-ecological Model
Theories of Prevention
Diversity and Ethical Considerations
Advocacy
INTRODUCTIONAdressing Teen Pregnancy in Pittsburg, California
In more recent years, there has been an effort in my community to address teen pregnancy due to its growing rates. Over the years teen pregnancy rates have continued to rise in Contra Costa County as well as surrounding counties. Unfortanately, the town I come from is a small town within Contra Costa County so resources are limited. In order to address teen pregnancy there needs to be easier access to resources to prevent teen pregnancy from occurring. Teen pregnancy can lead to a number of different problems such as low socioeconomic status, greater chance of contracting a sexually transmitted infec.
Microsoft Word Editing Version 1.0Software Requirement Speci.docxjessiehampson
Microsoft Word Editing
Version: 1.0
Software Requirement Specification
Date: 7/3/2020
YLLC-001
Yohammed LLCSoftware Requirements SpecificationFor Microsoft WORD
Version 2016
Revision History
Date
Version
Description
Author
7/3/2020
1.0
Initial document
Mohammed Allibalogun
10/3/2020
1.0.1
Revise documentation of Initial document
Mohammed Allibalogun
Table of Contents
Contents
1. Introduction 5
1.1 Purpose 5
1.2 Scope 5
1.3 Definitions, Acronyms, Abbreviations 5
1.4 References 5
1.5 Overview 6
2. Overall Description 6
2.1 Use-Case Model Survey 6
2.1.1 Sign in 6
2.1.2 Open 6
2.1.3 New 7
2.1.4 Save 7
2.1.5 Save As 7
2.1.6 Export 7
2.1.7 Print 7
2.1.8 Change Font 7
2.1.9 Use case Diagram: 7
2.2 Assumptions and Dependencies 7
3. Specific Requirements 7
3.1 Use-Case Reports 8
3.1.1 Sign in 8
3.1.2 Open: 9
3.1.3 New: 10
3.1.4 Save: 11
3.1.5 Save As: 12
3.1.6 Export: 13
3.1.7 Print: 14
3.1.8 Change Font: 15
3.2 Supplementary Requirements 16
3.2.1 Performance: 16
3.2.2 Usability: 16
3.2.3 Supportability: 16
3.2.4 Configurability: 16
3.2.5 Recoverability: 16
Software Requirements SpecificationIntroduction
Microsoft Word is a word processor created by Microsoft. It was first discharged on October 25, 1983, under the name Multi-Tool Word for Xenix frameworks. Microsoft Word 2016 was released in the year 2016. The Microsoft Word application location was made to facilitate its users in ways where they could document things, save them on their hard drives or online, and even print them. With a wide range of scopes, any type of document such as assignments, reports, proposals, brochures, memorandums, etc. can be made on created through MS Word. When the file is saved, a .docx extension file is made and saved on the system. Even though MS Word is a very helpful application location, it still has its drawbacks. One of them is due to the presence of too many options. A novice user may feel overwhelmed with the number of features that can be executed through this software.Purpose
The purpose of the Microsoft Word application location is to document i.e. write any type of document such as assignments, quizzes, reports, etc. This does not mean that you can only write something on the word. You can also use tools to make your document look better such as using different layouts, different shapes, adding pictures and tables, etc. Thus, word lets you make a document and edit it. There are no critical bugs and the defect rate of MS Word is zero. The learning time for an average user is 30 to 60 minutes. Scope
The project aims to efficiently document your need for both, your professional or personal life. The focus of this application location is to provide help for the user to inscribe a document in a multitude of formats. This will provide more options and facilitate the user with different modules so the document can always look professional. Definitions, Acronyms, Abbreviations
Following are the abbreviations in t.
Microsoft Windows implements access controls by allowing organiz.docxjessiehampson
Microsoft Windows implements access controls by allowing organizations to define users, groups, and object DACLs that support their environment. Organizations define the rules, and Windows enables those rules to be enforced.
Answer the following question(s):
Do you think access controls are implemented differently in a government agency versus a typical information technology company? Why or why not?
2. Do you think access controls differ among private industries, such as retail, banking, and manufacturing? Why or why not?
.
MGT520
Critical Thinking Writing Rubric - Module 10
Exceeds
Expectation
Meets Expectation Below Expectation Limited Evidence
Content, Research, and Analysis
21-25 Points 16-20 Points 11-15 Points 6-10 Points
Requirements Exceeds
Expectation -
Includes all of the
required
components as
specified in the
assignment.
Meets Expectation-
Includes most of
the required
components as
specified in the
assignment.
Below Expectation-
Includes some of
the required
components as
specified in the
assignment.
Limited Evidence -
Includes few of the
required
components as
specified in the
assignment.
21-25 Points 16-20 Points 11-15 Points 6-10 Points
Content Exceeds
Expectation -
Demonstrates
substantial and
extensive
knowledge of the
materials, with no
errors or major
omissions.
Meets Expectation-
Demonstrates
adequate
knowledge of the
materials; may
include some
minor errors or
omissions.
Below Expectation-
Demonstrates fair
knowledge of the
materials and/or
includes some
major errors or
omissions.
Limited Evidence -
Fails to
demonstrate
knowledge of the
materials and/or
includes many
major errors or
omissions.
25-30 Points 19-24 Points 13-18 Points 7-12 Points
Analysis Exceeds
Expectation -
Provides strong
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Meets Expectation-
Provides adequate
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Below Expectation-
Provides poor
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Limited Evidence -
Provides little or no
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
13-15 Points 10-12 Points 7-9 Points 4-6 Points
Sources Exceeds
Expectation -
Sources go above
and beyond
required criteria,
and are well
chosen to provide
effective
substance and
perspectives on
the issue under
examination.
Meets Expectation-
Sources meet
required criteria
and are adequately
chosen to provide
substance and
perspectives on the
issue under
examination.
Below Expectation-
Sources meet
required criteria,
but are poorly
chosen to provide
substance and
perspectives on the
issue under
examination.
Limited Evidence -
Source selection
and integration of
knowledge from
the course is
clearly deficient.
Mechanics and Writing
5 Points 4 Points 3 Points 1-2 Points
Demonstrates Exceeds Meets Expectation- Below Expectation- Limited Evidence -
MGT520
Critical Thinking Writing Rubric - Module 10
college-level
proficiency in
organization,
grammar and
style.
Expectation -
Project is clearly
organized, well
written, and in
proper format as
outlined in the
assignment. Strong
sentence and
paragraph
structure; contains
no errors in
grammar, spelling,
APA style, or APA
citations and
references..
Midterm PaperThe Midterm Paper is worth 100 points. It will .docxjessiehampson
Midterm Paper
The Midterm Paper is worth 100 points. It will consist of a 500 word written description and analysis of a work of art using terminology from Chapters 2-5.
For this assignment, you are to discuss the form, content, and subject matter of a work of art chosen from the list provided. This is an exercise in recognizing visual elements and principles of design in works of art and demonstrating an understanding of how they relate to each other to create meaning. This paper is about looking and seeing. This is not a research paper; you will not need to do additional research. Please follow the outline provided below.
First: Select a work of art
Select one of the following listed works of art:
Circle of Diego Quispe Tito.
The Virgin of Carmel Saving Souls in Purgatory
. Late 17th century. Fig. 1.22, pg. 17.
Henri Matisse.
Large Reclining Nude
. 1935. Fig. 4.24, pg. 85.
Faith Ringgold.
Tar Beach
. 1988. Fig. 13.18, pg. 219.
Henry Ossawa Tanner.
The Banjo Lesson
. 1893. Fig. 21.15, pg. 373
Andy Warhol.
Marilyn Diptych
. 1962. Fig. 24.23, pg. 447.
Format
Describe the use of each visual element and principle of design in the order they are listed in the outline. You can simply list each term and address how it is used in the painting. If you write in paragraph form be sure to identify each term clearly. Any term not addressed will receive 0 points. Provide specific examples. For example, don’t just say “there are lines,” give specific examples of how line is used in the piece you’ve selected.
Papers should be 500 words minimum (not including images), double-spaced, 10 or 12 point, with 1" margins. The preferred format is Microsoft Word (.doc or .docx). If these formats are not available, other acceptable formats are ASCII (.txt), rich text format (.rtf), Open Office (.odt), and PDF. Make sure you proofread your papers for incorrect grammar, spelling, punctuation, and other errors.
The Midterm Paper is due at 11:59 pm CT Sunday of Week 4.
Midterm Paper Outline
Introduction (First Paragraph)
In the first paragraph, called the introduction, you will include:
An identification of the work of art you selected: The name of the artist, title (which is underlined or italicized every time you use the title in your paper), date, and medium.
Your initial interpretation of the subject based on your initial observations.
Description
Describe how each of the following is used in the piece you selected.
Visual Elements
:
Line: what types of lines do you see in the piece? Provide examples.
Shape: what types of shapes do you see? Provide examples.
Mass: How is mass implied?
Space: How is the illusion of space created in the piece?
Time and Motion: Are time and motion evident in tis piece? How so?
Light: How is light used here?
Color: How does the artist use color?
Texture: How does the artist create the illusion of texture, or incorporate actual texture
Principles of Design
Unity and Variety: In what way is this pi.
Miami Florida is considered ground zero for climate change, in parti.docxjessiehampson
Miami Florida is considered ground zero for climate change, in particular rising seas will not only drown coastal sections of the city but will disrupt our local supply of drinking water.
Based on what you have learned so far from this class, discuss the following:
Explain where the drinking water from South Florida primarily comes from and why would rising sea levels disrupt this supply?
What efforts can be made and are being made to mitigate the effects of rising seas on our drinking water?
If you were a local politician, what advice would you give to state and federal officials on the best way to ensure residents in South Florida had a steady supply of drinking water for many years to come?
.
MGT230 v6Nordstrom Case Study AnalysisMGT230 v6Page 2 of 2.docxjessiehampson
MGT/230 v6
Nordstrom Case Study Analysis
MGT/230 v6
Page 2 of 2
Nordstrom Case Study Analysis
Nordstrom—“High Touch” with “High Tech”
How does Nordstrom stay profitable despite dips in consumer spending, changing fashion trends, and intense competition among retailers? One answer: Acute attention to detail and well-laid plans.
All in the Family
The fourth generation of family members that runs Nordstrom has brought the store’s time-honored and successful retail practices into a new era. “Nordstrom, it seems, is that rarity in American business: an enterprise run by a founding family that hasn’t wrecked it,” says one business writer. The company provides a quality customer experience via personalized service, a compelling merchandise offering, a pleasant shopping environment, and increasingly better management of its inventory.
Secret of Success
The secret of this company’s success lies in its strategic planning efforts and the ability of its management team to set broad, comprehensive, and longer-term action directions, all of which are focused on the customer experience. The current generation of Nordstrom family members was quick to spearhead an ultramodern multimillion-dollar, Web-based inventory management system. This upgrade helped the company meet two key goals: (1) correlate purchasing with demand to keep inventory as lean as possible, and (2) give customers and sales associates a comprehensive view of Nordstrom’s entire inventory, including every store and warehouse.
Demand Planning
Instead of relying on one-day sales, coupon blitzes, or marking down entire lines of product, Nordstrom discounts only certain items. “Markdown optimization” software assists in planning more profitable sale prices. According to retail analyst, Patricia Edwards, this helps Nordstrom calculate what will sell better at different discounts and forecast which single items should be marked down. If a style is no longer in demand, the company can ship it off to its Nordstrom Rack outlet stores. It’s all part of Nordstrom’s long-term investment in efficiency. “If we can identify what is not performing and move it out to bring in fresh merchandise,” says Pete Nordstrom, “that’s a decision we want to make.”
Inventory Planning
Although inventory naturally fluctuates, Nordstrom associates can easily locate any item in another store or verify when it will return to stock. Customers on their smart phones and associates behind sales counters see the same thing—the entire inventory of Nordstrom’s stores is presented as one selection, which the company refers to as perpetual inventory. “Customer service is not just a friendly, helpful, knowledgeable salesperson helping you buy something,” says Robert Spector, retail expert and author of The Nordstrom Way. “Part of customer service is having the right item at the right size at the right price at the right time. And that’s something perpetual inventory will help with.”
The upgraded inventory management system was an .
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
1. Week 3 Lesson
IT SHARED SERVICES
IT SHARED SERVICES – OVERVIEW
According to Accenture (2005), shared services is the
consolidation of support functions from several departments
into a standalone organizational entity whose only mission is to
provide services as efficiently and effectively as possible.
So, what is IT Share services?
IT shared service is a strategy in which non-core functions (e.g.,
tasks, or projects) commonly performed by various units in an
organizations are given to a department within an organization
to be efficiently executed, providing cost saving, and customer
satisfaction value.
IT core functions might include network
management/maintenance, desktop management, software
management, change management, IT capital planning, user
training, help desk/incident management, disaster recovery, and
a plethora of other services we sometimes take for granted
(Roit, 2009).
In short a centralized model for IT shared service must have
some autonomy to strategize and maximize resources
utilization, bringing value to the corporation. A shared service
model is always centralized; it runs as an independent business
unit with their own budget and bottom-line accountabilities to
the parent organization; it has a customer-centric mind-set, and
its job is to provide high-quality, cost effective and timely
service. A shared service could compete for internal or external
services. It is called in-sourcing when services are requested
from internal users and out-sourcing when requested from
external uses.
The goal of this section is to provide the student with insight
and understanding on how to successfully establish an IT shared
service.
IT SHARED SERVICES - PROS AND CONS
2. Some of the Pros and Cons from the parent organization's
standpoint are presented in the table below:
PROs from an Organization's Standpoint
PROs from an IT Shared Service Unit's Standpoint
· Standardization - Uniformity of Services
· Service improvements and cost reductions
· Functions are focus to the "core competencies" of the shared-
service unit
· It has the potential to become a profit center (if organizations
decides to offer these services externally)
· Professionalism - due to customer centric model
· Increased efficiencies - due to standardization
· Increased control - due to centralization
· Decreased personnel requirements - due to centralization of
operations
· Improved economies of scale - due to concentration of
purchasing power, HR, and other specialized functions
· Personnel development targeted toward service management
CONs to the Implementation of an IT Shared Service
· Becoming a disruption of operations flow.
· Instilling an "us vs. them" subculture mentality, deteriorating
the provider-customer (i.e., internal user) relationship.
· Moving work to a centralized location (creating time, or
resources, waste or duplication)
· Lengthening the time it takes to deliver a service
· Additional cost associated with management bureaucracy and
overhead
· Extraordinary start-up cost (Expensive to initially implement a
newly centralized shared service unit.
· Loss of control from other business unit
If IT shared service is successfully implemented, service
improvements should be realized in processes, quality, time,
3. customer satisfaction, and cost savings.
IT SHARED SERVICES – ORGANIZATIONAL SUCCESS
FACTORS
In order to define success, one should first understand the goals
and objectives of the initiative and how these align to the
organization's strategy. For an IT shared service endeavor to be
successful, its technical function must be thoughtfully
integrated and aligned to the organization's business aspect
A needed service with not incremental intrinsic value beyond
costs savings should be outsource, while services that provide
an edge to the organization's business should be considered as
candidates for shared service. For example, a company wanting
to retain critical knowledge and skills, as well as control, within
the organization will opt for creating a shared service unit
rather than outsourcing the services, or projects.
AN INTEGRADED MODEL OF IT SHARED SERVICES.
Our textbook presents in figure 7.1 an IT Shared Service
Conceptual Model, where a common business function/service,
such as "e-forms," is leveraged by multiple business units or
departments. The model suggests that IT shared services is best
viewed as an "interconnected layers of [business] services" that
are built on top of operational processes, and common IT
infrastructure, each providing unique services to support the end
user; this conceptual model is presented in the block schematic
below.
In short the End User Layer depends on the Operational Support
Layer, and the IT Infrastructure Support Layer and effective
coordination is critical for the successful implementation of
shared services. The model also suggests that if one of the
components in the supporting layers fails, then the IT shared
service would have failed.RECOMMENDED STRATEGIES
FOR THE CREATION OF AN IT SHARED SERVICES
ORGANIZATION
1. Create a transparent process for goal alignment. Right at the
4. outset of the shared services, articulation of explicit goals that
are aligned to the organization's strategies and are accepted by
both the business and IT units are critical to move forward.
"Without goal clarity, transparency, and alignment the shared
service organization will champion one set of goals over
another (i.e., IT goals over business' goals, or vice versa),
creating animosity between the parent organization and the
shared service provider"
2. Develop a comprehensive investment model. The investment
for the establishment of an IT shared service is substantial and
requires sophistication, understanding, and commitment from
the business.
IT shared service common cost includes a start up cost and
ongoing operational cost. In order to measure the cost savings
and benefits that an IT shared service has brought to the
company, it will be critical to establish baselines for the
existing services. Its effective implementation depends on the
size of the organization and its successful implementation might
take a year for small companies with two locations, and up to 5
years for major international organizations with dozens of
locations.
According to Bergeron(2003) "Shared services model is a viable
option when the savings from reduction in staffing are greater
than the overhead of creating a management structure to run the
shared business unit"
3. Redraft the relationship. To guarantee that the client's
satisfaction remains being a primary goal for an IT shared
service unit, customer-centric training should be provided to all
IT shared service personnel particularly during the early the
early stages of its implementation. This need to be conveyed to
the parent organization and all management levels to gain
support and commitment with this endeavor.
4. Make people an integral part of the process. The
implementation of any shared service organizational unit or
department will require many changes across the business, such
as centralization of services and personnel, technology redesign,
5. displacement of personnel, sourcing redesign, changes in
process, new measuring metrics and key performance indicators
(KPIs), training, and perhaps more importantly a cultural
change.
A transformation of this magnitude will have a resistance-
pushback from personnel at all levels; and to implement it
successfully, it will require an organizational change
management approach to ensure the new changes are
understood, embraced, and finally adopted.A MANAGEMENT
FRAMEWORK FOR IT SOURCING
In the last few years the list of functions for which IT is
accountable has grown enormously and could include:
Operations management, systems development, network
management, business transformation, regulatory compliance,
enterprise and security architecture management, information
and content management, mobile and social computing, business
intelligence and analysis, risk management, innovation, demand
management (Smith and McKeen, 2012)
The increasing demand in responsibilities will require
understanding of the various IT functions stage of development
and maturity to determine which activities/functions can be
performed in-house, or outsourced.
MATURITY MODEL FOR IT FUNCTIONS
There is a general agreement that the maturity model for IT
functions has five evolutionary stages: unique, common,
standardized, commoditized, and utility.
The evolutionary logic is straightforward and it's presented
next:
· Successful, unique functions are copied by other organizations
and become common IT functions.
· Common IT functions soon become standardized.
· A "must have" Standardized IT function is a Commodity
· Commodity functions evolve to the Utility IT function stage
when delivered by a centralized/consolidated source.
6. IT FUNCTIONS' MATURITY MODEL: STAGES OF
DEVELOPMENT
1. Unique. An unique IT function provides strategic, and/or
proprietary, advantages and benefits to the organization; hence,
it is commonly performed in house but it could also be
outsource to companies with the expertise not available in
house, for example: business analysis, application Integration,
or knowledge-enabling business process. Examples: Business
analysis, System Analysis, Strategy and Planning, among others
2. Common. A common IT function provides common services
across the organization, and doesn't have any competitive
advantage, for example: printing operations, financial systems
(e.g. payroll systems), and HR
3. Standardized. A standardized IT function provide common
task/activities bud adheres to a set of standards develop and
govern by external agencies. In general an IT shared service
provider seek opportunities to promote and standardize common
functions to streamline company operations. Examples:
billing/payment functions, check processing, facilities
management, disaster recovery planning, and data center
operations.
4. Commoditized. A commodity function is one that is too risky
not to have, and the cost burden of maintaining its availability
falls to a secondary plane. There may be many providers of
these type of functions. Examples: network service providers,
application service providers,(ASPs), universal power supply
(UPS), etc.
5. Utility. A utility function is a commodity deliver by a
centralized and consolidated supplier. "Private" utility providers
compete in the open market, while "public" utility providers are
likely to be single suppliers overseen by regulatory agencies.
Examples: Internet Service Providers (ISPs), and
Telecommunication Service Providers (e.g., cloud services, and
bandwidth on demand)
It is important to note that an IT function maturity stage will
vary from company to company,depending on the company's
7. strengths and capabilities; hence, some IT function
independently of their stage might be insource or outsource.
IT SOURCING OPTIONS: THEORY VERSUS PRACTICE
As discussed in our textbook, IT functions can be classified as:
1. In-house. Permanent IT staff provide the IT function
2. Insource. Internal IT personnel are brought into the
departmental unit to support the permanent IT staff to provide
the IT function
3. Outsource. IT functions are provided by an external
organization
4. Partnership. It is formed by a private agreement between the
partners to complement their IT functions services via a joint
venture or the creation of a new company.
So the question is: How IT sourcing options are determined?
The answer is not straightforward and basically determination
of the IT sourcing option resides on following decision criteria:
flexibility, control, knowledge enhancement, and business
exigency.THE REAL DECISION CRITERIA FOR IT
SOURCING
The IT sourcing decision criteria follows two different
approaches:
· A "normal" approach, in which the IT sourcing option (i.e., in-
house, insource, outsource, or partnership) is decided based on
its flexibility, control, and knowledge enhancement.
Flexibility:
The IT sourcing "flexibility" criterion has two dimensions:
· - Response time (i.e., how quickly IT function can be
delivered), and
· - Capability (i.e., the range of IT functionality)
Control:
The IT sourcing "control" criterion has also two dimensions:
· - Delivery (i.e., ensuring that the delivery IT function
complies with requirements), and
· - Security (i.e., protecting intellectual assets)
8. Knowledge Enhancement:
The IT sourcing "knowledge development" criterion comprises:
· - Knowledge development
· - Knowledge retention
An "actual" approach, in which the IT sourcing option is
decided based on the "Business Exigency"
Business Exigency : In an urgent situation, the fastest
sourcing option will take precedence. Any of the four sourcing
options (i.e., in-house, insource, outsource, or partnership) can
be selected; however, partnership is the less likely source to be
selected if not prior business arrangement exist.
DECISION FRAMEWORK FOR SOURCING IT FUNCTIONS
"The days of IT being good at all things have long
gone....Today you have to pick your spots.... You have to decide
where you need to excel to achieve competitive
differentiation....Being OK at most things is a recipe to failure
sooner or late" (as cited in Mckeen and Smith, 2015, p. 111).
The following decision strategies for sourcing and delivering IT
functions are presented next.
1. Identify Your Core IT Functions: Identification of core
functions is the first step for the decision framework for
sourcing options. Ideally core functions are kept within the
organization and would use the in-house sourcing option.
2. Create a "Function Sourcing" Profile: Start by listing all the
IT functions and determine if it is (1) a core function, or (2) a
future core function. Next, provide the preferred sourcing
option for the identified IT functions. As discussed before in-
house sourcing option is the preferred sourcing method for core
IT functions, leaving by default the other three sourcing options
to those non-core IT functions.
3. Evolve Full Time IT Personnel: This strategy is based on the
premise that full time IT personnel is a resource which
represents a major investment for the company, and therefore its
utilization should be maximized or at least optimized. As such,
the preferred sourcing approach is "insourcing." Another
method used to develop internal IT personnel is based on
9. "Strategic hiring".
4. Encourage Exploration of the Whole Range of Sourcing
Options: This strategy is self-explanatory; companies could
choose to explore any of the sourcing option. There is no
prescribed guide to determining which sourcing option to use. It
is noted that companies choosing to operate within their comfort
zone will select in-house sourcing option as their preferred
option.
5. Combine Sourcing Options Strategically: This strategy
requires to focus on the sourcing of specific IT functions. More
and more this strategic approach is becoming more popular
since it provides flexibility to address a project's requirement,
resulting in a "realizable benefits" such as speed to market.
A MANAGEMENT FRAMEWORK FOR SUCCESSFUL
SOURCING
Key Factors Essential to Effective Management of Sourcing
Options
Develop a Sourcing Strategy:
Key steps include:
· Use a decision framework.
· Determine what are the organization’s “core” and “non-core”
functions
· Determine “what to”, “where to”, “how to”, “to whom to”
source
Develop a Risk Mitigation Strategy: Start by planning the
(outsource) work, developing a work breakdown structure
(WBS), and creating a network diagram that can provide the
inter-relation among activities and a delivery schedule. Next,
apply a Risk Management Process as the one suggested by the
Project Management Institute (PMI) or any other management
process used by the organization.
Key processes suggested in a risk management plan (RMP)
include:
· Identify all the activities, roles, responsibilities, and
expectations
10. · Assess the risk by determining the probability of occurrence
of the risk and impact to the project if it were to occur. Next
determine the risk exposure and prioritize the risks
· Plan Risk Responses, mainly by creating a mitigation plan and
a back-up or contingency plan if the risk actually happens.
Pulling activities back in-house is an exit strategy that should
be considered as a back-up plan.
· Implement Risk Responses by ensuring the risk response plans
are being executed.
· Monitor Risk by incorporating an audit trail into the contract
to ensure self-correction and protect both parties (i.e., the buyer
and the seller)
Develop a Governance Strategy: Layers of governance are
critically important for successful sourcing relationships,
particularly for offshore sourcing.
· Structure and outsourcing relationship to ensure risk is shared
by seller and the buyer, so that both are incented to make it
work
Understand the Cost Structures: It is imperative to understand
the cost of doing an activity internally (i.e., in-house or
insource) vs. the cost when outsourcing it.
· Understand the true cost of outsourcing by adding other costs
such as "relationship management", and "contract management"
for an effective comparison in costs.
It is clear that if the activity is more costly to do it in-house,
then outsourcing should be considered.
Wrapping Things Up
The process of developing an IT shared services requires a clear
understanding of the pros, cons, organizational success factors,
and strategies for the successful creation of an IT shared
services organization. In particular IT management must know
the various sourcing options to their disposal and have a robust
criteria to aid them in the decision making process.
Furthermore, they should have a strategy in place to effectively
manage the sourcing options.References
McKeen, J., & Smith, H. (2015). IT Strategy: Issues and
11. Practices (3rd edition). Upper Saddle River, NJ: Pearson
Prentice Hall
O'Brien, J. A., & Marakas, G. (2005). Introduction to
Information Systems (11th ed.). New York, NY: McGraw-Hill.
Case Study Title
DateCourseInstructor
Introduction
An introduction is used to let the reader know:
· The main entity or entities involved
· The major question or issue being analyzed
12. Introductions for case studies in this course should be one
paragraph in length.
Background
This is a brief overview of the main problems or questions
involved. Historical information can be used as long as it has a
direct bearing on the items being analyzed. Provide enough
description that a reader that is unfamiliar with the case will
understand the context of your analysis. For this course,
background information should be two to three paragraphs in
length, maximum.Discussion
The discussion includes an analysis of each problem or
question. The analysis can include:
· The problem or question and its impact on the main entities
involved.
· How the problem or question is linked to the topics we have
discussed or read to this point.
· How the problem or question is linked to best practices in
industry.
· A solution or multiple solutions and an evaluation of those
solutions.
In this course the case studies will have at least one major
problem or question. There may be secondary problems or
questions but there will be, at most, one or two secondary
issues. Use as much space as necessary to provide a rational
analysis but if there are more than four or five paragraphs for a
given question the analysis needs to be reviewed and made more
concise.
Conclusion
Summarize your solutions and describe how those solutions
improve the current situation or resolve the problems in the
case. The conclusion should be one to two paragraphs.
13. References
All references must be properly cited and referenced using APA
format. Refer to the syllabus for tutorials and resources on
using APA format.
PAGE 2
Mini Case Building Shared Services at RR Communications4
4 Smith, H. A., and J. D. McKeen. “Shared Services at RR
Communications.” #1-L07-1-002, Queen’s School of Business,
September 2007. Reproduced by permission of Queen’s
University, School of Business, Kingston, Ontario, Canada.
Vince Patton had been waiting years for this day. He pulled the
papers together in front of him and scanned the small
conference room. “You’re fired,” he said to the four divisional
CIOs sitting at the table. They looked nervously at him,
grinning weakly. Vince wasn’t known to make practical jokes,
but this had been a pretty good meeting, at least relative to
some they’d had over the past five years. “You’re kidding,” said
Matt Dawes, one of the more outspoken members of the
divisional CIO team. “Nope,” said Vince. “I’ve got the boss’s
OK on this. We don’t need any of you anymore. I’m creating
one enterprise IT organization, and there’s no room for any of
you. The HR people are waiting outside.” With that, he picked
up his papers and headed to the door, leaving the four of them
in shock.
“That felt good,” he admitted as he strode back to his office. A
big man, not known to tolerate fools gladly (or corporate
politics), he was not a cruel one. But those guys had been thorns
in his side ever since he had taken the new executive VP of IT
job at the faltering RR Communications five years ago. The
company’s stock had been in the dumpster, and with the
dramatically increased competition in the telecommunications
industry as a result of deregulation, his friends and family had
all thought he was nuts. But Ross Roman, RR’s eccentric but
brilliant founder, had made him an offer he couldn’t refuse.
“We need you to transform IT so that we can introduce new
14. products more quickly,” he’d said. “You’ll have my full backing
for whatever you want to do.”
Typically for an entrepreneur, Roman had sketched the vision
swiftly, leaving someone else to actually implement it. “We’ve
got to have a more flexible and responsive IT organization.
Every time I want to do something, they tell me ‘the systems
won’t allow it.’ I’m tired of having customers complaining
about getting multiple bills for each of our products. It’s not
acceptable that RR can’t create one simple little bill for each
customer.” Roman punctuated his remarks by stabbing with his
finger at a file full of letters to the president, which he insisted
on reading personally each week. “You’ve got a reputation as a
‘can do’ kind of guy; I checked. Don’t bother me with details;
just get the job done.”
Vince knew he was a good, proactive IT leader, but he hadn’t
been prepared for the mess he inherited—or the politics. There
was no central IT, just separate divisional units for the four key
lines of business—Internet, mobile, landline, and cable TV
service—each doing its own thing. Every business unit had
bought its own hardware and software, so introducing the
common systems that would be needed to accomplish Roman’s
vision would be hugely difficult—that is, assuming they wanted
them, which they didn’t. There were multiple sales systems,
databases, and customer service centers, all of which led to
customer and business frustration. The company was in trouble
not only with its customers but also with the
telecommunications regulators and with its software vendors,
who each wanted information about the company’s activities,
which they were legally entitled to have but which the company
couldn’t provide.
Where should he start to untangle this mess? Clearly, it wasn’t
going to be possible to provide bundled billing, responsiveness,
unified customer care, and rapid time to market all at once, let
alone keep up with the new products and services that were
flooding into the telecommunications arena. And he hadn’t
exactly been welcomed with open arms by the divisional CIOs
15. (DIOs), who were suspicious of him in the extreme. “Getting IT
to operate as a single enterprise unit, regardless of the product
involved, is going to be tough,” he admitted to himself. “This
corporate culture is not going to take easily to centralized
direction.”
And so it was. The DIOs had fought him tooth and nail,
resisting any form of integration of their systems. So had the
business unit leaders, themselves presidents, who were
rewarded on the basis of the performance of their divisions and,
therefore, didn’t give a hoot about “the enterprise” or about
anything other than their quarterly results. To them, centralized
IT meant increased bureaucracy and much less freedom to pick
up the phone and call their buddy Matt or Larry or Helen, or
Dave and get that person to drop everything to deal with their
latest money-making initiative. The fact that it cost the
enterprise more and more every time they did this didn’t
concern them—they didn’t care that costs racked up: testing to
make sure changes didn’t affect anything else that was
operational; creation of duplicate data and files, which often
perpetuated bad data; and loss of integrated information with
which to run the enterprise. And the fact that the company
needed an army of “data cleansers” to prepare the reports
needed for the government to meet its regulatory and Sarbanes–
Oxley requirements wasn’t their concern. Everyone believed his
or her needs were unique.
Unfortunately, although he had Roman’s backing in theory, in
practice Vince’s position was a bit unusual because he himself
didn’t have an enterprise IT organization as yet and the DIOs’
first allegiance was clearly to their division presidents, despite
having a “dotted line” reporting relationship to Vince. The
result was that he had to choose his battles very, very carefully
in order to lay the foundation for the future. First up was
redesigning the company’s internal computer infrastructure to
use one set of standard technologies. Simplification and
standardization involved a radical reduction of the number of
suppliers and centralized procurement. The politics were fierce
16. and painful with the various suppliers the company was using,
simultaneously courting the DIOs and business unit leaders
while trying to sell Vince on the merits of their brand of
technology for the whole company. Matt Dawes had done
everything he could to undermine this vision, making sure that
the users caused the maximum fuss right up to Roman’s office.
Finally, they’d had a showdown with Roman. “As far as I’m
concerned, moving to standardized hardware and software is
nondiscussable,” Vince stated bluntly. “We can’t even begin to
tackle the issues facing this company without it. And
furthermore, we are in serious noncompliance with our software
licensing agreements. We can’t even tell how many users we
have!” This was a potentially serious legal issue that had to be
dealt with. “I promised our suppliers that we would get this
problem under control within eighteen months, and they’ve
agreed to give us time to improve. We won’t have this
opportunity again.”
Roman nodded, effectively shutting down the argument. “I don’t
really understand how more standardization is going to improve
our business flexibility,” he’d growled, “but if you say so, let’s
do it!” From that point on, Vince had moved steadily to
consolidate his position, centralizing the purchasing budget;
creating an enterprise architecture; establishing a standardized
desktop and infrastructure; and putting tools, metrics, and
policies in place to manage them and ensure the plan was
respected by the divisions.
Dawes and Larry Hughes, another DIO, had tried to sabotage
him on this matter yet again by adopting another manufacturer’s
customer relationship management (CRM) system (and yet
another database), hoping that it could be up and running before
Vince noticed. But Vince had moved swiftly to pull the plug on
that one by refusing the project access to company hardware and
giving the divisional structure yet another black mark.
That episode had highlighted the need for a steering committee,
one with teeth to make sure that no other rogue projects got
implemented with “back door funding.” But the company’s
17. entrepreneurial culture wasn’t ready for it, so again
foundational work had to be done. “I’d have had a riot on my
hands if I’d tried to do this in my first few years here,” Vince
reflected as he walked back to his office, stopping to chat with
some of the other executives on his way. Vince now knew
everyone and was widely respected at this level because he
understood their concerns and interests. Mainly, these were
financial—delivering more IT for less cost. But as Vince moved
around the organization, he stressed that IT decisions were first
and foremost business decisions. He spoke to his colleagues in
business terms. “The company wants one consistent brand for
its organization so it can cross-sell services. So why do we need
different customer service organizations or back-end systems?”
he would ask them. One by one he had brought the “C”-level
executives around to at least thinking about the need for an
enterprise IT organization.
Vince had also taken advantage of his weekly meetings with
Roman to demonstrate the critical linkage between IT and
Roman’s vision for the enterprise. Vince’s motto was “IT must
be very visible in this organization.” When he felt the political
climate was right, he called all the “Cs” to a meeting. With
Roman in the room for psychological support, he made his
pitch. “We need to make all major IT decisions together as a
business,” he said. “If we met monthly, we could determine
what projects we need to launch in order to support the business
and then allocate resources and budgets accordingly.”
Phil Cooper, president of Internet Services, spoke up. “But what
about our specific projects? Won’t they get lost when they’re all
mixed up with everyone else’s? How do we get funding for what
we need to do?”
Vince had a ready answer. “With a steering committee, we will
do what’s best for the organization as a whole, not for one
division at the expense of the others. The first thing we’re going
to do is undertake a visioning exercise for what you all want our
business to look like in three years, and then we’ll build the
systems and IT infrastructure to support that vision.”
18. Talking the language of business had been the right approach
because no one wanted to get bogged down in techno-jargon.
And this meeting had effectively turned the tide from a
divisional focus to an enterprise one—at least as far as
establishing a steering committee went. Slowly, Vince had built
up his enterprise IT organization, putting those senior IT
managers reporting to him into each of the business divisions.
“Your job is to participate in all business decisions, not just IT
ones,” he stated. “There is nothing that happens in this company
that doesn’t affect IT.” He and his staff had also “walked the
talk” over the past two years, working with the business to
identify opportunities for short-term improvements that really
mattered a lot to the divisions. These types of quick wins
demonstrated that he and his organization really cared about the
business and made IT’s value much more visible. He also
stressed accountability. “Centralized units are always seen to be
overhead by the business,” he explained to his staff. “That’s
why we must be accountable for everything we spend and our
costs must be transparent. We also need to give the business
some choices in what they spend. Although I won’t compromise
on legal, safety, or health issues, we need to let them know
where they can save money if they want. For example, even
though they can’t choose not to back up their files, they can
choose the amount of time it will take them to recover them.”
But the problem of the DIOs had remained. Used to being kings
of their own kingdoms, everything they did appeared to be in
direct opposition to Vince’s vision. And it was apparent that
Roman was preaching “one company” but IT itself was not
unified. Things had come to a head last year when Vince had
started looking at outsourcing. Again the DIOs had resisted,
seeing the move as one designed to take yet more power away
from them. Vince had offered Helen a position as sourcing
director, but she’d turned it down, seeing it as a demotion rather
than a lateral move. The more the DIOs stonewalled Vince, the
more determined he became to deal with them once and for all.
“They’re undermining my credibility with the business and with
19. our suppliers,” Vince had complained to himself. “There’s still
so much more to do, and this divisional structure isn’t working
for us.” That’s when he’d realized he had to act or RR wouldn’t
be able to move ahead on its next project: a single customer
service center shared by the four divisions instead of the
multiple divisional and regional ones they had now.
So Vince had called a meeting, ostensibly to sort out what
would be outsourced and what wouldn’t. Then he’d dropped the
bombshell. “They’ll get a good package,” he reassured himself.
“And they’ll be happier somewhere else than always fighting
with me.” The new IT organizational charts, creating a central
IT function, had been drawn up, and the memo appointing his
management team had been signed. Vince sighed. That had been
a piece of cake compared to what he was going to be facing
now. Was he ready for the next round in the “IT wars”? He was
going to have to go head to head with the business, and it
wouldn’t be pretty. Roman had supported him in getting the IT
house in order, but would he be there for the next step?
Vince looked gloomily at the reports the DIOs had prepared for
their final meeting. They documented a complete data mess—
even within the divisions. The next goal was to implement the
single customer service center for all divisions, so a customer
could call one place and get service for all RR products. This
would be a major step forward in enabling the company to
implement new products and services. If he could pull it off, all
of the company’s support systems would, for the first time, talk
to each other and share data. “We can’t have shared services
without common data, and we can’t have good business
intelligence either,” he muttered. Everything he needed to do
next relied on this, but the business had seen it differently when
he’d last tried to broach the subject with them. “These are our
data, and these are our customers,” they’d said. “Don’t mess
with them.” And he hadn’t . . . . but that was then. Now it was
essential to get their information in order. But what would he
have to do to convince them and to make it happen?