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: IT managers planning business-to-business integration, or with the need to couple old-school EDI (Electronic Document Interchange) and legacy ERP (Enterprise Resource Planning systems) with modern web-based architectures must look towards a uniform message-based middleware infrastructure. If the organisation is already moving down the .Net deployment path BizTalk R2 is now a contender along with the more traditional products, such as Tuxedo and Tibco.


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This month saw the beta launch of Microsoft’s Office Live, a Web 2.0 collaboration tool by Microsoft. The free service is yet another attempt by the Redmond Giant to halt the incessant march of Google. By going into a space that is normally associated with Google, Microsoft hopes to once again leverage its monopoly status with its desktop productivity tools to keep an upstart competitor off guard.


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Conclusion: Collaboration is not something you can buy. It is not a product. It is not even a solution. It is an approach to doing business. As such, collaboration initiatives must be viewed more as a transformative business project with IT support. Large-scale, monolithic collaborative initiatives run exclusively by IT will prove difficult to justify over time and likely turn out to be white-elephants. Instead, collaboration should be driven first and foremost by a change in company culture fully backed by management, with IT supplying a supportive network and software service architecture.


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Conclusion: While wikis are certainly an important new approach to information management, they should not be considered as a replacement for enterprise content management systems (CMS). Instead, wikis should be considered an adjunct to content management, providing added flexibility and collaboration where needed. Understanding the differences between CMS and wikis is vital.


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Conclusion: There are two ways to implement SharePoint: as an enabler of departmental point solutions, or as a set infrastructure components for collaborative knowledge management. Organisations looking to implement SharePoint for collaborative knowledge management must possess skills well beyond those needed for departmental solution implementations. It is highly improbable that any one person – or even a single development team - will possess all the skills required to implement SharePoint for collaborative knowledge management. Organisations should consider the establishment of a cross-departmental group dedicated to SharePoint deployment, integration, maintenance and training throughout the organisation.


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Conclusion: e-Learning technology has evolved substantially over the past two decades, but it is only in the past three years that inroads have been made into matching educational pedagogy (the study of educational practices and the processes of learning) with e-learning.

Advances in collaborative solutions coupled with a better understanding of how people learn, have given organisations the opportunity to improve employee education. E-learning initiatives that leverage educational pedagogy and collaboration can result in greater efficiency, increased customer satisfaction and more targeted learning activities based on business performance indicators.


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Conclusion: While the hype surrounding collaboration technologies and Web 2.0 services reaches fever pitch within the media, vendors and business managers alike, it will serve organisations well to stop and think carefully about what the buzzword collaboration really means for organisational processes, structures and efficiencies. When collaboration services are misaligned with business objectives, they will hinder, not aid, productivity. Having a model to categorise different forms – or modes – of collaboration is an important first-step in accurately matching technologies to different collaborative applications.


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Conclusion: Business units and end users are calling for, if not demanding, IT managers to deploy Microsoft SharePoint. SharePoint is this years ‘must have’ product1 - however few understand what SharePoint is, what it does well and what alternatives exist. SharePoint initiatives will backfire without significant effort to ensure that an organisation is properly educated, specific applications and business needs are identified, and realistic expectations are set.


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As technology plays and increasingly important role in marketing, especially with the rise of online marketing and its influence on real-world marketing programs, a myriad of jargon has evolved from both the technical and marketing camps of the business. Unfortunately, not all of this jargon is readily understood by both camps and misunderstandings are common. This document provides definitions of essential marketing terms for technologists and fundamental technology terms for marketers.


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Conclusion: An ideal time to re-evaluate web analytic solutions (WAS) is when reconsidering web content management (WCM) solutions. However, the purchase of a WAS must be viewed as a separate investment with its own unique requirements.


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Conclusion: Microsoft’s launch of Silverlight is premature. Yet even in its infancy and lack of integration with Microsoft’s product sets, Silverlight is an impressive technology.

Development teams with .Net skills that are looking to port existing rich client applications to thin clients, or deploy mobile front-ends to existing applications, should begin experimenting with Silverlight with an eye to deployment in mid 2008, once Microsoft has delivered standard UI components for Silverlight.


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The recent hullabaloo generated from Paul Graham’s essay “Microsoft is Dead” is a great indicator of the turbulent times we live in. In his article, Graham prophesied that Microsoft’s relevance to the IT industry would wane due to four factors: the rise Google, the advent of broadband, Web 2.0 applications, and the resurrection of Apple’s fortunes.


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Conclusion: Web analytics should not be viewed as a tool forsimply logging online activity, but rather as part of an iterativecycle of constant quality improvement.


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Conclusion: When selecting Software as a Service (SaaS) solutions, IT managers should demand evidenced from SaaS providers as the levels of service that can be expected using a formal framework. Including IBRS’s SaaSability questionnaire in requests for information will help to ensure that all parties understand their roles and responsibilities.


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