Search results (110)
- PMO - Models and structures
- Running IT-as-a-Service Part 41: Understanding private Cloud transition critical success factors
- Activities of successful business analysts
- IT Management leadership role in risk management
- Three levers tightening up the cyber security of Australia
- Key skills to develop
- Understanding GDPR requirements - Part 3
- Digital and AI-based transformation requires an evolution in business intelligence architectures
- SNAPSHOT: Agile services spectrum
- Sourcing Monthly March 2018 - April 2018
- Prepare to manage the evolution of AI-based solutions with DataOps
- Agile: The other considerations
- Change management: What not to do when leading change
- Workforce transformation Part 1: Disrupting the very idea of paper is an important first step
- Running IT-as-a-Service Part 40: Aligning business continuity and IT disaster recovery plans
- How to select the best candidate using behavioural interview questions and techniques
- Use the software demonstration to differentiate vendors
- Understanding GDPR requirements: Part 2
- Hot cyber security vendors for your shortlist Part 3 - more Aussies
- Sourcing Monthly February 2018 - March 2018
- The top business technology priorities for 2018
- Tick all the boxes before merging IT assets
- Running IT-as-a-Service Part 39: Keeping digital transformation alive
- Proactive optical character recognition of incoming content will accelerate AI-enabled automation
- Understanding General Data Protection Regulation requirements Part 1
- Keeping your mobile device strategies up to date
- Project review: Active assurance
- Maersk and NotPetya - a case study on business impact and cyber risk management
- Sourcing Monthly January 2018 - February 2018
- How to succeed with eforms Part 2: The five most common eforms challenges
- Running IT-as-a-Service Part 38: Successful hybrid Cloud requires multi-provider governance framework
- Helping technical team leaders succeed
- Future -proofing your ICT team: Predictions and mitigation
- Understanding power in stakeholder management
- Train your staff in esafety
- GDPR potentially benefiting organisations
- Digital Strategy Part 1: What are the traits of digital leaders?
- Sourcing Monthly December 2017 - January 2018
- How to succeed with eforms Part 1: Understand the need
- Running IT-as-a-Service Part 37: The business efficiency improvement option
- Recruiting today for tomorrow’s workforce
- Adopting the appreciative inquiry approach to fully engage staff during change
- Is your online content ready to talk to customers?
- Evaluating CRM
- Managed crowdsourcing for vulnerability assessments
- Ensuring records retention schedules are effective
- Use a succinct “strategy on a page” for immediate impact
- The emerging need for IT governance in artificial intelligence
- Sourcing Monthly November 2017 - December 2017
- AWS, Google and Microsoft setting the pace for security by design
- Volume does not equal value: Use data demographics to set your data storage strategies
- Leadership is critical to innovation
- Complexity is costly, risky and unavoidable
- The ERP: A critical application for the business
- Maintaining momentum during change initiatives
- Running IT-as-a-Service Part 36: The IT efficiency improvement option
- Avoid shadow IT conflicts with practical ground rules
- Considering Chromebooks Part 2: Use cases
- Is AWS "Connect" the path to exquisitely automated customer service?
- Sourcing Monthly October 2017 - November 2017
- Demystifying IT workforce planning
- Public sector shared services - The next generation
- Running IT-as-a-Service Part 35: The outsourced option
- Is your organisation addressing the three dimensions of IT planning?Is your organisation addressing the three dimensions of IT planning?
- The state of threat and risk information sharing in Australia
- Inspirational leadership core qualities and behaviours
- Mind mapping software: Going beyond pen and paper
- Considering Chromebooks Part 1: Show me the money!
- Channel technology value and potential return
- Sourcing Monthly September 2017 - October 2017
- Government digital transformation - The missing priorities
- Records management discipline must not be ignored during digital transformation
- Risk management - Tips and techniques
- Mind mapping as a tool for collaboration
- SNAPSHOT: What is deep collaboration?
- Learning from the misfortune of others - the Equifax breach
- Making the move from IT professional to IT manager
- Running IT-as-a-Service Part 34: The in-house option
- Making technology choices
- Preparing for networking in the Cloud
- Sourcing Monthly August 2017 - September 2017
- Delivering IT-as-a-Service requires an Enterprise Architecture for IT
- Planning your next generation Office Suite? Consider Records Management.
- Buying in Cloud Marketplaces
- Cyber insurance – it’s not the cybers you’re insuring
- Technology Partners and Innovation
- ICT Budget Trends
- Set Realistic Benefits for the Transformation Program
- Traits of a successful project manager in ICT
- GDPR: Who needs a Data Protection Officer?
- Sourcing Monthly July 2017 - August 2017
- Deciding between Google G Suite and Microsoft Office 365
- DAMA brings it 2nd Edition Data Management Best Practices in from the cold
- Running IT-as-a-Service Part 33: How to transition to hybrid Cloud
- Business Transformation needs Business Analysis with big "A" not little "a"
- The role of IT in contributing to Aspirational Goals
- Agile is becoming the new norm
- Business and IT Transformation and Employee Disruption
- Global malware incidents - our economic wellbeing is at stake
- Automation is not assured: Prepare for BAU
- Sourcing Monthly June 2017 - July 2017
- Running IT-as-a-Service Part 32: Efficiency gains demand process integration
- User Centred Design or Design Thinking
- Reporting cyber security to the board
- Successful traits of a Chief Technology Officer (CTO)
- IBRS Compass: Finding your Smart City maturity baseline
- Selecting the right COTS solution vendor
- Software Asset Management maturity Part 4: Approaches for selecting a solution
- How sales incentives influence sales proposals
- Automation is inevitable: Prepare for all possibilities
- Sourcing Monthly May 2017 - June 2017
- Running IT-as-a-Service Part 31: Maximising relationship management ROI
- Five Important lessons from the WannaCry ransomware worm
- Snapshot: IT Investment Growth
- Channel Partners and Preferential Pricing
- Snapshot: Strengths of Vendors within the Human Capital Management spectrum
- Use Market scans to qualify ICT Vendors
- How to become the next CIO and remain there
- Sourcing Monthly April 2017 - May 2017
- Running IT-as-a-Service Part 30: Transitioning from In-House Team Management to Contract Management
- IT Investment Models
- For Project success, get the PMO’s role right
- Human Capital Management Solutions: Why your ICT Group needs to get involved with HR right now
- User Centred Design - Approach for policy design
- On- Premises Cloud: Real flexibility or just a finance plan?
- Improving the workplace
- Ransomware versus security by design
- Sourcing Monthly March 2017 - April 2017
- Google's Next Step: An Enterprise Focus
- Marketing Technology and Strategies 2017
- Running IT-as-a-Service Part 29: Integrating as-a-Service and Digital Transformation under an Innovation Program
- Organisations must have an appreciation of their own cyber risks to effectively engage an MSSP
- GDPR - A European standard impacting Australian organisations
- Change resistance - the cancer to implementing transformational change
- Business Strategy and Enterprise Architecture
- Gateway Reviews
- SNAPSHOT: A Robotic Process Automation Infographic
- Sourcing Monthly February 2017 - March 2017
- Running IT-as-a-Service Part 28: IT-as-a-Service Procurement Maturity Model
- Identify the baton holders for effective ICT service delivery
- The Importance of recruiting for soft skills
- Virtual Teams need new skills and behaviours
- Security awareness programs must seek more than mere awareness
- The use and abuse of Personas for end-user computing strategies
- Local Government needs Smart Cities
- Sourcing Monthly January 2017 - February 2017
- The Top Business Technology Priorities for 2017
- SaaS Migration Methodologies
- Contact Centre Trends in 2017
- Managing vendors: Is Supplier Relationship Management (SRM) worth the effort?
- Digital Government and User Centred Design
- Identify and minimise workplace opposition to the digital strategy
- CRM and Strategic Measurement Criteria
- Considerations for cyber security audits
- Sourcing Monthly December 2016 - January 2017
Can IBRS provide insight into how organisations are using personas to drive their ICT decisions and develop their device strategies.
- Mergers, Acquisitions and Divestitures: What does it mean to your business?
- Running IT-as-a-Service Part 26: The evolution of the managed services providers’ landscape in Australia
- Hot cyber security vendors for your shortlist Part 2 - Aussie startups
- Three Reasons why CRM is a top priority
- Astute Leadership needed in a crisis
- Serverless Programming: Should your software development teams be exploring it?
- ERP on premises or SaaS - expedient or strategic decision?
- Exploring robotic process automation
- Sourcing Monthly November 2016 - December 2016
- Running IT-as-a-Service Part 25: Understanding the cost drivers of Application-as-a-Service
- Data: An Asset and a Liability
- Address technical debt before it becomes too expensive to do so
- Creating successful teams – the leader’s role
- Microsoft’s evolving Licensing: October 2016
- SNAPSHOT: Motives for Innovation
- Artificial Intelligence Digital assistants are rescuing Customer Service
- Hot cyber security vendors for your shortlist - Part 1
- Sourcing Monthly October 2016 - November 2016
- Community Clouds - better together?
- Running IT-as-a-Service Part 24: Total Cost of Ownership is dead - Long live the Total Cost of Service
- Some certainties around the National Broadband Network
- When criminals hijack your organisation’s brand for phishing
- Develop and retain staff to win the talent war
- SNAPSHOT: Workforce Transformation beyond Mobility and Digital Workspaces
- The New Payments Platform 2017
- Sourcing Monthly September 2016 - October 2016
- Security Leadership capability maturity model
- Running IT-as-a-Service Part 23: Digital world contact centres “ain’t” that digital
- Can ICT Vendors be Trusted Advisors?
- Innovation Investment: What the competition is doing
- Why cyber security concerns, like taxes, will not go away
- Keeping Digital initiatives on target
- Sourcing Monthly August 2016 - September 2016
- Running IT-as-a-Service Part 22: IT-as-a-Service readiness assessment
- Networking Virtualisation - Security drives adoption
- Bite the bullet - stop failing projects sooner not later
- Essential elements of successful enterprise mobility
- The Top 6 Innovation Drivers
- IBRS Compass: Finding IT maturity
- Sourcing Monthly July 2016 - August 2016
- Digital: Use it to garner support for your next initiative, but avoid the risks!
- Digital transformation - get strategy and people right first
- Running IT-as-a-Service Part 21: The Digital World demands new Disaster Recovery Plans
- Going to Cloud: Plan to fail to improve success
- Innovation in the Public Sector
- Time's up! Junk Telephony and favour Unified Communications
- Activity Based Working in the Public Sector
- Sourcing Monthly June 2016-July 2016
Optus inCITE, the Construction Industry Trading Exchange, has now been operating for twenty eight months and since my last update, in November of last year, there has been a significant increase in its adoption through the industry. In fact the increase in its use has been so significant that it has raised issues with the capability of the technology platform to handle the current and anticipated volumes. These issues are being addressed as a matter of urgency.
At this time there are:
501 registered companies; and
6,159 registered users
5,708 registered for document management
638 registered for tender management
18 registered for purchasing
1,500 concurrent users
300,000 “clicks” per day
Volumes such as these were not originally anticipated until well after the third year of operation and they have tested the current technology platform to the extent that there has been inadequate performance when there has been heavy usage.
The Document Management System on the Exchange is being heavily utilised by large numbers of users on multi million dollar infrastructure projects such as the Lane Cove Tunnel in Sydney, the Mitcham/Frankston Motorway in Melbourne (Eastlink) and the North Western Busway in Sydney. There are numerous other large infrastructure projects in the pipeline such as the North South Brisbane Tunnel, the Gateway Bridge Duplication in Brisbane, the Fast Rail to Sydney’s Western Suburbs, the Melbourne Convention Centre, the new Headquarters for the Department of Defence in Canberra and the Sydney Desalination Plant, all prospective inCITE users. The construction industry in Australia is forecast to continue growing over the next five to six years, and maybe beyond, and the Tender Management and Procurement Systems on the Exchange have only been exercised to a limited amount to date.
The RTA are currently conducting a trial of the Tender Management System inviting selected contractors to submit tenders for a new project through inCITE. The RTA is one of the construction industry’s largest clients in New South Wales so if this trial is successful, and they adopt inCITE as a standard, the number of users on the Exchange will increase significantly.
To date the Procurement System has not had heavy usage with Optus still marketing to large suppliers to get them to lodge their catalogues on the Exchange. Interfaces with the more popular Construction Industry accounting systems have been completed which will enable end to end electronic processing of the whole procurement transaction. It is expected that the Procurement System will begin to be widely used as more suppliers get on board.
While this adds up to more and more users it is interesting to note that the number of Document Management users in Australia is already more than in Europe, where the software has been commercially available for a considerably greater length of time. Added to this Australian companies are exploiting the software to a greater extent than their European counterparts. A number of large projects have not implemented Microsoft Exchange preferring to utilise the generic email system built into the Document Management System. While the generic email system is definitely clumsier to use it ensures that all project related emails are captured in a single repository. This is considered to be of such value that issues with the user interface are thought to be relatively unimportant. It should be added that on one of these projects inCITE, and how it is used on the project, has been mandated by the project director. Everyone on the project has been instructed to use it.
There are also ten prospects who are eager to use the Exchange but being aware of the instability issues are waiting on the sidelines for the problems to be resolved before signing up.
The Exchange therefore, is proving to be a success but, ironically, that success has lead to the recognition that the infrastructure, as it currently exists, struggles with existing volumes and is incapable of handling prospective volumes. There is a plan to resolve these performance issues by reviewing the hardware platform, reviewing the data base engine, reviewing the technical architecture of the Document Management System, implementing some immediate enhancements that have been identified and revising the training approach to instruct users on how to build efficient searches which do not require heavy system resources.
In summary the initial aims of the group of construction companies who originally came up with the concept for the Exchange, that benefits would accrue to the construction industry through the utilisation of standard systems, using the Internet for selected parts of project management on construction projects, are beginning to be realised. The take up has greatly exceeded forecasts and there is steady month on month growth. Once the technology platform has been stabilised the on going success of the Exchange is virtually assured.
For some time now we have been, with varying degrees of success, implementing systems providing electronic document and records management capability; to address the large volumes of paper on construction projects and to better manage the complexities of engineering drawings. Due to the distributed project nature of our business and the power invested in project managers to make their own decisions, we have never managed to implement a single company wide solution, and by doing so have not realised the benefits that this standardisation provides. We find ourselves in the position where we are using several different ASP model solutions, one of which is of course inCite, and a number of proprietry third party products. This makes it considerably more difficult to introduce one standard system for managing project documentation across the business, while still taking into account the different requirements of the various delivery models i.e. straight design and construct, joint venture, alliance, PPP etc.
To satisfy an important part of the company’s strategic direction, we have been undertaking a review and formalisation of the organisation’s Management Systems. In this case Management Systems are defined as those processes which are integral to the way that the company does business. In the past these have been applicable to construction projects only, but the decision has now been taken to define, implement and maintain formalised business processes for all parts of the organisation. A large part of this review involves the selection of the optimum way of storing these processes and their associated business procedures, and publishing them. While these processes may or may not be enabled through an IT application, they will be maintained and accessed through an electronic repository. The million dollar question is which electronic repository.
Through this project the business has invested a significant effort in designing a revised format for these processes, and most of the content for construction projects has been put together in the new format. The business has now engaged, with IT, to go to the market to select a product to deliver the new Management System. Following a robust and detailed evaluation procedure involving a project team, including the major business stake holders, a decision was taken on the most appropriate product. A pilot is currently being undertaken to prove the suitability of this product with an initial implementation of the Management Systems planned for December 2006.
At this late stage of the project some doubt has been expressed about the value of the solution that has been chosen. While there is little doubt about the capability of the product to deliver the required solution, concern has been expressed in some quarters about the total cost of ownership for what is considered to be a point solution only. The chosen solution is a vendor driven product, with a significant cost for licences and on-going support. There is a feeling that a satisfactory solution could be provided through a commercial open source product, or through products for which we are already licenced because of other contracts with specific suppliers.
Supporters of the product claim, with some justification, that it has the capability of providing total enterprise content management to the business and can therefore deliver the value that is being questioned. Additionally, it can go a long way to satisfying the perceived need to have only one system in the business to manage all processes and associated documentation. The scope of this project however did not include other business requirements outside the Management Systems.
We have received well intentioned advice on this matter, both solicited and unsolicited, from a number of third parties. It has become apparent that there is a diversity of views on this subject which is of no use to us at all. The main issues seem to be:
what actually is an enterprise content management system?
having established what it is, do we need one?
having established that, do need one over arching enterprise content management system, or do we need a number of point solutions addressing business requirements as they arise?
if we do need one overarching enterprise content management system, what is the total cost of ownership – do we go for a vendor driven solution, open source solution or utilise one of the “freebies” that we are entitled to (assuming their suitability)?
where does an enterprise content management system sit in our IT architecture? Is it an infrastructure application, a platform, a business application, or a bit of all three?
There are some interesting schools of thought out there ranging through:
Enterprise Content Management addresses document management, records management, web content including intranet, extranet and internet and is underpinned by a work flow engine.
There is a significant immaturity in this market with little immediate sign of this improving. We should not be making a decision on one over arching solution until the market is more mature and there are indications that the major players are here to stay. We should be leveraging off our existing products in the meantime.
We should be considering commercial open source to reduce total cost of ownership. Is commercial open source really cheaper or is it just another model with much the same cost?
Enterprise Content Management is an infrastructure application to be built upon much like a relational data base.
Enterprise Content Management systems should be selected to suit the particular business need that is being addressed and is not necessarily one over arching system for the business.
Enterprise Content Management is a misleading name for managing unstructured information electronically.
Given our commitment to inCite and its current inability to deliver all of our requirements our chosen solution will always be a hybrid of point solutions
To help resolve these issues we have hurriedly put in place another project, running in parallel to the pilot; to which I referred above, to further analyse commercial open source offerings and selected other vendor supplied systems that could be considered to offer savings in total cost of ownership. We have a commitment to deliver the Management Systems within a certain time frame and we will honour that commitment. It may be, however, that we deliver them through a different product than that which is being piloted. The time frame for this decision is very tight.
Centralisation or Federation? How best to structure the IT organisation to ensure excellence in service delivery
The structure of the IT function will more often than not be influenced by the structure of the organisation it serves. There is no one right way to organise IT within an organisation. Rather there are a variety of models, each with their own benefits and disadvantages. Whatever model is implemented however, it is important to ensure that decisions on the optimum structure for IT are driven by business rather than political imperatives, and that the CIO has significant input.
Conclusion: IT departments that do not effectively engage with users, at all levels, within an organisation will fail to actively promote both their services and the value they can add and, as a result, will find themselves disadvantaged during times of cost cutting.
A lack of understanding by the user of the role, the position and the contribution of IT within an organisation can lead to significant issues between IT and users.
Open communication, and an understanding and respect for each other’s roles, vision, goals and objectives can go a long way to resolving these issues.
Conclusion: Properly managing a project portfolio and determining which projects can safely be delayed during the current difficult economic environment is a complex task. For example organisations which have been considering the selection and implementation of an enterprise document/records management system (EDRMS), but are nervous about the significant costs associated with such an implementation, should look carefully at the downsides of not having such a system.
The costs of implementing EDRMS can be high. However they can often be justified by the cost benefits that can be realised from a successful implementation, and productive use, of selective functions within a document management system, such as information capture, which can include payback periods of three to six months.
Conclusion: During hard economic times it is not uncommon for IT to be instructed to consider a restructuring to better serve the organisation. However the temptation to reduce costs by relaxing governance, adjusting standards and reducing the service structure, even with the best of intentions, may result in inadequate service levels and where possible should be avoided.
Where business units within an organisation have enjoyed a fully collaborative and cooperative strategic planning and development relationship with IT it is important that Innovator CIOs continue to fulfil this role during the economic downturn. Reverting to a more defensive utility manager role will disadvantage IT when the turnaround comes and business and systems activity increases.
Conclusion: Judging whether an organisation’s existing service management platform and processes are adequate and efficiently moving to an ITIL compliant service management platform is not a trivial task. An ITIL implementation can be likened to the implementation of an ERP and should be approached as such.
Implementation should be planned to provide quick wins with a longer term aim of complete process improvement.
As we bid “adios” to Sol and his amigos it is appropriate to pause and reflect on the state of the telecommunications industry they leave behind in Australia.