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Conclusion: Customer Relationship Management (CRM) is undergoing major changes. The addition of features, analytics, and high quality data measurement gives users more options than ever to explore how their various customers interact with their organisation.

The substantial enhancements in CRM technologies should encourage organisations to lift their own skills in order to use the power of these tools. To use the CRM tools effectively it may be necessary for people within each department to coordinate their work across different areas of the organisation.

Conclusion: Application portfolio rationalisation offers the promise of reduced ICT maintenance costs while improving data quality, process support and usability for end users, and increasing organisation effectiveness and efficiency.

An effective approach to application portfolio rationalisation involves five steps: 1. understand your business architecture; 2. understand your applications portfolio; 3. develop principles for rationalisation; 4. assess opportunities for rationalisation; and 5. rationalise.

Conclusion: Organisations looking at building enterprise mobile applications too often put the device selection and coding tools selection as their primary concerns. Instead, organisations should be focusing on identifying the mobility architectures need to support business strategy. Technological priorities then become identification of broad mobile service platforms, integration infrastructure and abstraction of the client.

Conclusion: Most organisations that use enterprise resource planning (ERP) software have a need to integrate the ERP system with other enterprise software. It is common for ERP systems to be integrated with customer relationship management software (CRM) and with all the bespoke applications that operate at the core of the business. Some organisations strive to simplify the system integration challenge with a single silver-bullet system integration technology, but this approach only works in the simplest scenarios, when the number of system interfaces is small. Instead, aiming for maintainable integration code leads to better results.

Conclusion: Many organisations in Australia rely on SAP software for enterprise resource planning (ERP) software. To get the best results out of their data, a significant number of organisations have implemented a data warehouse alongside operational systems, and are combining SAP software with best-of-breed technologies for customer relationship management and system integration. Whilst SAP software continues to provide important functionality, it pays to understand to what extent standardisation of ERP functionality makes economic sense, and from what point onwards standardisation reduces the organisation’s ability to deliver unique and valuable services. Standardisation is desirable only if it leads to a system landscape that is simpler and sufficiently resilient.

Conclusion: As outlined in a previous research note1, CIOs need to ensure that external-facing websites support an appropriate range of browsers. This is to ensure websites can be accessed by the largest possible percentage of users per dollar spent on development and testing.

The very public nature of the issue means that it is wide open to criticism. Many CIOs have been called on to explain their position. Astute CIOs will have a clearly defensible support policy that can stand the test of public scrutiny.

Conclusion: Rather than building specific solutions for individual, mobile form and workflow applications, organisations should look towards identifying the most appropriate overarching mobile forms architecture from which many different forms-oriented solutions can be realised.

Conclusion: DevOps is a grassroots movement that is only a few years old but has quickly spread across the globe, and its influence is present in virtually all organisations that operate popular Cloud services. DevOps is a portmanteau of software system Development and Operations, referring to the desire to bridge the gap between development and operations that is inspired by agile techniques, and that is driven by the need to continuously operate and upgrade Cloud services. The DevOps movement is having a profound impact in terms of the tools and techniques that are used in the engine rooms of Clouds, leading to order of magnitude changes in the ability to perform hot system upgrades.

Conclusion: There are many links between the story of data warehousing and the story of SAP adoption, going all the way back to 1997, when SAP started developing a “Reporting Server”. Over the following decade SAP firmed up its dominant position as a provider of Enterprise Resource Planning functionality, creating countless business intelligence initiatives in the wake of SAP ERP implementation projects. Up to 80% of data warehouses have become white elephants, some completely abandoned, and others have been subjected to one or more resuscitation attempts. Big data can either be the last nail in the coffin, or it can be the vaccine that turns the colour of the data warehousing elephant into a healthy grey.

Conclusion: Einstein said that “everything should be made as simple as possible, but not simpler.” This is true in enterprise architecture and project management. CIOs know that simple solutions have many benefits over complex ones. Highly complex projects have high failure rates, like highly complex architectures. However, many CIOs unwittingly encourage and reward complexity. Complexity must be viewed as a primary focus for reducing cost and risk associated with large projects. CIOs should understand some of the key steps that can lead to reduced complexity in projects and systems.

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