Software Asset Management Maturity Part 1: A pragmatic model

Software Asset Management Maturity Part 1: A pragmatic model Conclusion: Most Software Asset Management (SAM) Maturity models are theoretical and do not provide an organisation with a pragmatic way to consider SAM in the context of their organisational objectives. IBRS proposes an alternative that provides...

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Current Research

The Lingua Franca of Government is not SAP, it's social

In government organisations the potential for standardisation and process automation via the use of enterprise resource planning software is largely limited to internal administration. In terms of digital service development government organisations can optimise their IT budgets by understanding themselves as knowledge-transformation organisations rather than as consumers of off-the-shelf technology.

Improving Virtual Team Management

Organisations have been slowly and organically embracing virtual team management models over the past few years and there is every indication that this is the model of the future. Managing virtual teams and developing highly functional communities have been largely hit and miss. There are still many instances of dysfunctional teams exacerbated by the tyranny of distance. Systemically assessing the virtual distance within an organisation can provide insights and assist executive managers to develop and implement initiatives to significantly increase the effectiveness of virtual teams.

The Revolution needs You

Failure to embrace the SMACC stack (Social, Mobile, Analytics, Cloud and Consumerisation) will result in the wider organisation working around the internal ICT provider. Job losses in the ICT team and a reduction in wider corporate capability will result.

Plugging into the Hybrid Cloud

There are many different Hybrid Cloud approaches, each with different costs, risks and benefits. Organisations should evaluate the alternatives to find which is best aligned to their business requirements, then update IT governance processes to guide the organisation towards the chosen Hybrid Cloud strategy. Failure to align to the right Hybrid Cloud strategy will either result in the creation of new IT silos, which becomes a barrier to the business strategy, or will adopt an approach that stifles business innovation and agility.

Why it is important to fix the disconnect between IT and HR

Unless the IT and HR management work together to implement information systems to enable them to hire, develop and record the skills of IT professionals, the organisation will probably not have the right people to meet the looming challenges of the digital age.

The IBRS Investment Model and Methodology

The IBRS technology investment model only assesses costs. It shows costs in net present value terms and can also compare those costs with a typical total cost of ownership calculation. It does not measure so-called benefits or other intangible features of a product. Its principal aim is to reveal what an investment will cost over its duration and to do that as thoroughly as all the data available will allow. In addition the model can be customised and work with different data sets.

Secure IT Equipment Disposal

Organisations must ensure they have taken reasonable steps to not release IT equipment which contains information assets. Leading software options for wiping data will be more than adequate for most organisations, and physically destroying disks is both excessively costly and environmentally unfriendly. However, as important as ensuring that sensitive data is destroyed, it is equally important that the organisation has an audit trail to demonstrate that the data destruction policy has been followed. The more sensitive the information is, the greater the need for the assurance of an audit trail.

Running IT as a Service - Part 1: Prerequisite Building Blocks

To improve business performance and/or reduce the cost of doing business, forward thinking IT organisations are trying to run IT as a Service. However, they are challenged by long software implementation timescales, fragmented delivery processes and insufficient skilled resources to meet business demands. To address these challenges, IT organisations should emulate the commercial practices related to delivering quality IT solutions at reasonable costs.

The Components of a Self-Service Desktop

Vendor offerings for end-to-end solutions for ‘self-service desktops’ are both limited and immature. Furthermore, organisations are likely to have many of the individual components that comprise a self-service desktop solution. For the next 4-6 year end-user computing cycle, organisations should look to construct self-service portals from existing point solutions, rather than looking for a pre-integrated stack.

Sourcing Monthly July 2014 - August 2014

This month there has been a significant increase in senior appointments, restructures, collaboration and purchases in the ICT industry. In particular, service providers are acquiring or partnering with technology vendors to integrate specialised and high quality products with their services. This highlights the demand in the market for access to new and developing technologies and associated services to take advantage of them. In order to stay competitive, service providers have been forced to move beyond basic service provision and include technologies as part of their service offerings.