Joseph Sweeney

Joseph Sweeney

Dr. Joseph Sweeney is an IBRS advisor specialising in the areas of workforce transformation and the future of work, including; workplace strategies, end-user computing, collaboration, workflow and low code development, data-driven strategies, policy, and organisational cultural change. He is the author of IBRS’s Digital Workspaces methodology. Dr Sweeney has a particular focus on Microsoft, Google, AWS, VMWare, and Citrix. He often assists organisations in rationalising their licensing spend while increasing workforce engagement. He is also deeply engaged in the education sector. Joseph was awarded the University of Newcastle Medal in 2007 for his studies in Education, and his doctorate, granted in 2015, was based on research into Australia’s educational ICT policies for student device deployments.

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Conclusion: A mobility strategy is not simply a broad set of statements and visions for how mobility can be used in enterprise. While it must be connected to the broad vision statements of the enterprise, a mobility strategy must identify specific aspects of the organisation where it can deliver a multiplying (not just incremental) impact on the business. Furthermore, the strategy needs to contain specific, achievable actions that will lead to the delivery of this value. This research note concludes the “Coping with Mobility” series by bringing all aspects previously discussed into a workable strategy for mobility.


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Related Articles:

"Coping with Mobility - Part 3: aligning generic use cases to application development approaches" IBRS, 2012-04-30 00:00:00

"Coping with Mobility - part 1: mobile architecture and the enterprise" IBRS, 2012-02-28 00:00:00

"Coping with Mobility - Part 2: First steps towards a holistic mobility strategy" IBRS, 2012-03-29 00:00:00

"Coping with mobility - part 4: governance" IBRS, 2012-05-31 00:00:00

"Coping with mobility Part 6: Work context" IBRS, 2013-06-26 00:00:00

Conclusion: Many organisations approach Unified Communications as a singular initiative: a generic solution that will solve myriad business issues. One key tenet behind this thinking is that the unified communications will "unify" all aspects of communications, from voice and text chat to presence and video. In practice, however unified communications is best deployed to meet specific business cases, and does not actually need to be deeply integrated in order to achieve the benefits sought in many real business cases put forward. In summary, some of the best implementations of unified communications have not been unified at all.


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Conclusion: For desktop fleets, Windows 8 offers few benefits to enterprises over Windows 7 and presents a number of additional challenges. However, its arrival will place more pressure on organisations still using XP to migrate. IBRS recommends organisation standardise on Windows 7 rather than Windows 8 for enterprise desktops.


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Conclusion: In order to optimise spending on Microsoft’s products, licensing should not be viewed as a short-term, tactical activity, but rather a long-term strategic activity. Failure to do so will almost certainly result in licensing surprises in future, and the turmoil and budget overruns associated with such situations.


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Conclusion: Microsoft licensing continues to be a major point of confusion and disruption to many IT groups, and procurement managers. Understanding the principles underlying Microsoft’s licensing will go a long way to optimising procurement during negotiations and avoiding licensing errors.


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Conclusion: Creating a lightweight governance framework for mobility is essential in ensuring that mobility applications are developed quickly and effectively, and are aligned to organisational objectives. The ideal mobility governance framework provides an agile environment to enable solutions to be developed using shared architectures, and focuses on "what can be done" rather than "what can't be done.” The key is to ensure that the governance framework remains focused on decision-making, as opposed to restricting mobility “run-away mobility deployments”.


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Related Articles:

"Coping with Mobility - Part 3: aligning generic use cases to application development approaches" IBRS, 2012-04-30 00:00:00

"Coping with Mobility - part 1: mobile architecture and the enterprise" IBRS, 2012-02-28 00:00:00

"Coping with Mobility - Part 2: First steps towards a holistic mobility strategy" IBRS, 2012-03-29 00:00:00

"Coping with mobility - part 5: developing the strategy" IBRS, 2012-10-28 00:00:00

"Coping with mobility Part 6: Work context" IBRS, 2013-06-26 00:00:00

Conclusion: IBRS has found that many organisations’ mobility needs can be covered by just one or two “generic use case” categories, thus many user demands for mobility can be met with just one or two development approaches.


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Related Articles:

"Coping with Mobility - part 1: mobile architecture and the enterprise" IBRS, 2012-02-28 00:00:00

"Coping with Mobility - Part 2: First steps towards a holistic mobility strategy" IBRS, 2012-03-29 00:00:00

"Coping with mobility - part 4: governance" IBRS, 2012-05-31 00:00:00

"Coping with mobility - part 5: developing the strategy" IBRS, 2012-10-28 00:00:00

"Coping with mobility Part 6: Work context" IBRS, 2013-06-26 00:00:00

As discussed in this month’s research note “Microsoft Licensing + Virtualisation = Licensing Confusion” Microsoft’s Licensing model is based on a physical machine model that is increasingly out of touch with the IT industry.

In the past, when computers did not have the processing power of today’s hardware and operating systems, and software was bound to the physical machine, binding licensing to the physical machine made absolute sense. When organisations wanted to get more computing power, they would buy more machines: which would see Microsoft getting more revenue. Consumption of software (arguably the value of IT in the eyes of users) was closely correlated to the physical machine.


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Conclusion: IBRS has observed that many organisations struggle with mobility, implementing fragmented mobility solutions that service narrow areas of the business. This leads to higher complexity and costs, and lower levels of user satisfaction. Instead, organisations should take time to build a holistic mobility strategy, driven and grounded by use-cases, and shaped by a concise set of use-case categories.


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Related Articles:

"Coping with Mobility - Part 3: aligning generic use cases to application development approaches" IBRS, 2012-04-30 00:00:00

"Coping with Mobility - part 1: mobile architecture and the enterprise" IBRS, 2012-02-28 00:00:00

"Coping with mobility - part 4: governance" IBRS, 2012-05-31 00:00:00

"Coping with mobility - part 5: developing the strategy" IBRS, 2012-10-28 00:00:00

"Coping with mobility Part 6: Work context" IBRS, 2013-06-26 00:00:00

Conclusion: Organisations looking to develop and deploy mobile applications must realise that the mobile device market will undergo significant change over the next five years. This creates serious challenges for developers within enterprises, who must either create applications for specific devices and different form factors, or attempt to develop cross-platform applications that will still meet end-user expectations. IBRS has identified four high-level architectures for developing mobile applications, each of which has specific strengths and weaknesses. This research provides an overview of these architectures.


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Related Articles:

"Coping with Mobility - Part 3: aligning generic use cases to application development approaches" IBRS, 2012-04-30 00:00:00

"Coping with Mobility - Part 2: First steps towards a holistic mobility strategy" IBRS, 2012-03-29 00:00:00

"Coping with mobility - part 4: governance" IBRS, 2012-05-31 00:00:00

"Coping with mobility - part 5: developing the strategy" IBRS, 2012-10-28 00:00:00

"Coping with mobility Part 6: Work context" IBRS, 2013-06-26 00:00:00

Conclusion: A common mistake when engaging third-parties for ‘Agile software development services’ is to use a contract or procurement approach that is at odds with the tenets of Agile software development. In cases where contract and payment terms follow the more traditional ‘fixed price and scope’ statements of work, organisations do not get true Agile development services, and more likely than not, will be frustrated and dissatisfied with results of the project. Instead, organisations should consider using specific styles of Master Service contracting agreements with Agile developers, or accept that the best than can be achieved will be a hybrid “Watergility” approach by the developers.


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Conclusion: Organisations that are still running Windows XP fleets are debating holding off a desktop refresh (to Windows 7) until Windows 8 becomes available. There are three key considerations to this discussion: product functionality, management, and licensing. In each of these three categories, IBRS concludes that there is no compelling reason to wait for Windows 8.


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Conclusion: IT executives are increasingly being pressured to adopt Windows 64-bit operating systems as a foundation for the next generation of desktop environment. Vendors – and in many cases IT engineers – are touting a range of technical benefits of Windows 64-bit operating systems over 32-bit operating systems. However, these technical benefits do not equate to business benefits.

Unfortunately, market movements and vendor strategies will force enterprises to adopt Windows 64-bit desktops sometime in the next two desktop refresh cycles. As such, the move to a Windows 64-bit environment should be viewed as conceding to market pressures and adopted only within the context of moving to a new Dynamic Desktop architecture, which is where the real business benefits are to be found.


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Conclusion: SharePoint is well known as a platform for small-scale knowledge management, team collaboration, and Web applications. However, some organisations have begun experimenting with SharePoint as an alternative to large-scale Enterprise Content Management (ECM) solutions, handling more than 100 million documents. The lessons learned from these initiatives indicate that while SharePoint can deliver ECM, such projects require a great many technical and planning skills that are foreign to most SharePoint implementation teams in Australia. It is almost certain you will need to hire short-term project specialists to be successful.


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