Applications - IBRS https://ibrs.com.au/applications Thu, 23 Nov 2017 05:33:30 +1100 en-gb nbowman@ibrs.com.au (IBRS) Delaying a Project’s post-implementation review is folly https://ibrs.com.au/applications/8148-delaying-a-project-s-post-implementation-review-is-folly https://ibrs.com.au/applications/8148-delaying-a-project-s-post-implementation-review-is-folly Conclusion: Astute managers know that once a project is completed, skilled staff will be reassigned and their recall of the lessons learned and what worked and what did not is quickly lost. This is because corporate memory dissipates the longer the recall is delayed.

Apart from determining whether the objectives of the project were or were not achieved, an open and frank conversation needs to occur regarding the project’s outcomes and stakeholders need to be:

  • Brave enough to admit failures and shortcomings
  • Modest when highlighting successes
  • Generous in giving credit to all who contributed to the project’s success
  • Prepared to adopt practices and approaches that worked well
  • Comfortable in disseminating the review’s findings to all who need to know.
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ahansell@ibrs.com.au (Alan Hansell) Applications Thu, 02 Jun 2016 15:30:00 +1000
Use the PMO to facilitate business and IT transformation https://ibrs.com.au/applications/8147-use-the-pmo-to-facilitate-business-and-it-transformation https://ibrs.com.au/applications/8147-use-the-pmo-to-facilitate-business-and-it-transformation Conclusion: To facilitate business and IT transformation PMOs must be given a role that puts them at the forefront of advising management where best to invest scarce resources in business and IT-related projects whilst ensuring business systems are successfully implemented.

To be successful PMO staff need:

  • People management skills to help project managers reach their potential
  • Business acumen to assess competing claims for funds for business systems projects
  • To be able to shape management’s expectations of what IT can and cannot deliver.
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ahansell@ibrs.com.au (Alan Hansell) Applications Thu, 05 May 2016 15:07:00 +1000
The journey of Office 365: A guiding framework Part 3: Post-implementation https://ibrs.com.au/applications/8165-the-journey-of-office-365-a-guiding-framework-part-3-post-implementation https://ibrs.com.au/applications/8165-the-journey-of-office-365-a-guiding-framework-part-3-post-implementation Conclusion: Office 365, like Google Apps, holds the potential to impact workplace practices through new collaboration capabilities such as real-time co-authorship. However, this potential may only be realised if activities for the Office 365 environment go beyond the traditional post-implementation review plan. Instead, organisations wishing to see genuine changes must create a post-implementation review plan which must assess the extent to which business benefits have been delivered over the long-term.

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jsweeney@ibrs.com.au (Joseph Sweeney) Applications Thu, 05 May 2016 10:21:00 +1000
Capitalise on the skills of business analysts or lose them https://ibrs.com.au/applications/8104-capitalise-on-the-skills-of-business-analysts-or-lose-them https://ibrs.com.au/applications/8104-capitalise-on-the-skills-of-business-analysts-or-lose-them Conclusion: Organisations that fail to develop the skills of their BAs, or give them intellectually challenging roles, are in danger of losing them and their corporate memory. BAs used wisely are often the glue holding complex projects together.

Use them to elicit and simplify business requirements, develop compelling business cases and redesign business processes and the investment will reap dividends. Allocating them mundane tasks and failing to involve them in critical decision making meetings will demotivate them and give them a reason to move on.

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ahansell@ibrs.com.au (Alan Hansell) Applications Fri, 01 Apr 2016 15:56:43 +1100
Do Not Ignore Failing Core Business Systems, Fix Them https://ibrs.com.au/applications/8103-do-not-ignore-failing-core-business-systems-fix-them https://ibrs.com.au/applications/8103-do-not-ignore-failing-core-business-systems-fix-them Conclusion: CIOs continually wrestle with how to replace or modify failing core systems and having to convince management to invest in modernising them. They also know that ignoring a bad situation will probably cost the organisation more to fix the longer they postpone the replacement decision.

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ahansell@ibrs.com.au (Alan Hansell) Applications Fri, 04 Mar 2016 15:50:49 +1100
Get ready for Real-Time Co-Authoring: Part 1 https://ibrs.com.au/applications/8056-get-ready-for-real-time-co-authoring-part-1 https://ibrs.com.au/applications/8056-get-ready-for-real-time-co-authoring-part-1 Conclusion: In this note, IBRS defines real-time co-authoring, and outlines the factors hindering its adoption. Real-time co-authoring has been available for almost a decade via products such as Google Apps, and in the past few years, web-based Microsoft Office 365. However, the uptake of this capability has been lacklustre due to immature collaboration environments and, more significantly, deeply held preconceptions about the nature of documents and work.

The introduction of real-time co-authoring in the Microsoft Office 2016 (Word) desktop client removes some barriers to the end user adoption of real-time co-authoring. However, it does not directly address the cultural aspects that hinder adoption. Even so, organisations should expect the use of real-time co-authoring to rise, but in a fragmented, infectious manner.

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jsweeney@ibrs.com.au (Joseph Sweeney) Applications Mon, 02 Nov 2015 13:59:07 +1100
Leveraging Communications to automate Business Processes https://ibrs.com.au/applications/8028-leveraging-comms-to-automate-business-processes https://ibrs.com.au/applications/8028-leveraging-comms-to-automate-business-processes Conclusion: Despite the prominence of Business Process Management (BPM) in most organisations, Enterprise Architects are routinely oblivious to the scope for using Communications-Enabled Business Process (CEBP) within their BPM.

The very large global Microsoft and Google developer communities have run with the most popular collaboration suites as a foundation for their CEBP apps.

The most common CEBP solutions are based on customised messaging allowing alerts, alarms and notifications to be used to support business process. Widespread use of customised ‘Presence’ has become particularly helpful in giving the status of people or resources to inform transactions. Human delay and business latency is being minimised by using notifications to handle routine processes as well as exceptions to business rules.

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gjohnson@ibrs.com.au (Geoff Johnson) Applications Wed, 02 Sep 2015 11:48:19 +1000
Selecting Mobile Application development tooling https://ibrs.com.au/applications/8026-selecting-mobile-application-development-tooling https://ibrs.com.au/applications/8026-selecting-mobile-application-development-tooling Conclusion: Organisations typically discuss the selection of enterprise mobility development in terms of web-based applications versus native applications, which quickly leads to debates regarding cross-platform tools versus standardising on one platform, such as iOS or Windows10. This is entirely the wrong way to think about enterprise mobile application development, resulting in unsustainable portfolios of fragmented and increasingly difficult to maintain applications. Instead, organisations should first identify the generalised use cases (i.e. common patterns of work) and seek to select mobile solution architectures (as opposed development tools) that meet each use case.

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jsweeney@ibrs.com.au (Joseph Sweeney) Applications Wed, 02 Sep 2015 11:43:47 +1000
How will you deal with Microsoft’s Pester Power strategy for Windows 10? https://ibrs.com.au/applications/8001-how-will-you-deal-with-microsoft-s-pester-power-strategy-for-windows-10 https://ibrs.com.au/applications/8001-how-will-you-deal-with-microsoft-s-pester-power-strategy-for-windows-10 Conclusion: Microsoft’s consumer-led strategy for Windows 10 will create ‘pester power’ for the new OS within the enterprise. However, simply upgrading to Windows 10 will re-entrench old assumptions, and continue an out-dated SOE model, yet with no additional business value. An alternative approach is to delay the introduction of Window 10 while a new digital workspaces strategy is developed to transform the business environment. A digital workspace strategy will take time to define and execute, so the CIO must prepare activities to avoid the negative impact of pester-power, while engaging the business in a re-envisioning of the work environment.

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jsweeney@ibrs.com.au (Joseph Sweeney) Applications Sat, 01 Aug 2015 09:19:32 +1000
The Journey to Office 365 https://ibrs.com.au/applications/7960-the-journey-to-office-365 https://ibrs.com.au/applications/7960-the-journey-to-office-365 Conclusion: organisations planning to move to Microsoft Cloud-based Office 365 should first examine and segment their workforce to identify the most appropriate mix of Office 365 editions (which Microsoft calls SKUs) for staff, and then examine Microsoft’s various licensing options. Organisations with existing enterprise agreements need to be particularly careful with the latter, not so much to avoid compliance issues, but rather to minimise spend.

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jsweeney@ibrs.com.au (Joseph Sweeney) Applications Sat, 02 May 2015 00:58:56 +1000