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  • A case for applying practical evaluation approaches in an evolving Software-as-a-Service world

    Conclusion: With Software-as-a-Service (SaaS) deployments the fastest growing and most deployed Cloud service globally, particular attention should be given to evaluation and selection approaches that align to the solution being selected. When evaluating SaaS solutions, greater confidence in the applicability and value of a solution can be gained via a rapid demonstration and

  • Snapshot: Strengths of Vendors within the Human Capital Management spectrum

    As outlined in “Human Capital Management Solutions: Why your ICT Group needs to get involved with HR right now” (IBRS, 2017) vendors are increasingly offering capabilities right along the spectrum of human capital management (HCM), starting with recruitment, through learning and performance management, to succession planning. This infographic provides a snapshot of vendors key strengths

  • Human Capital Management Solutions: Why your ICT Group needs to get involved with HR right now

    Conclusion: Learning Management Solutions, Talent Management Solutions and Performance Management Solutions are increasingly offered as Cloud-based SaaS services and are merging into a single product category: Human Capital Management. For Australian organisations, this is both a blessing and a curse. In the long term, it will lessen the need to integrate previously

  • IT can bring discipline to Open Data initiatives

    Conclusion: Open Data initiatives have been supported by all levels of enterprises, especially government, for a number of years. To date the success stories have not matched the hype.

    In many cases local IT departments have been left out of Open Data initiatives.

  • Don’t be a Casualty of the Digital Revolution

    Conclusion: There are almost no examples of traditional organisations metamorphosing their physical products (and related business models) into digital products (supported by new business models). On the other hand the list of organisations that have gone out of business as a result of the digital revolution continues to grow. Three characteristics are common to

  • The Federal Government’s Cloud Policy – Leading bravely into the past

    Conclusion: the Department of Finance has produced a Cloud Policy that is linked to a paper about Cloud implementation that does not mention modern Cloud architecture, which in turn is linked to an architecture paper that does not mention Cloud.

    Agencies looking to adopt Cloud services are advised to look for advice beyond the Australian Government’s

  • Managing Concurrent ICT Paradigms

    Conclusion: when managing both client server (legacy) and Anything-as-a-Service (XaaS) environment it is important the legacy environment does not constrain the potentially superior XaaS environment.

  • Why a new Licensing Service Provider is needed

    Conclusion: when approaching significant software licensing decisions, consider re-evaluating the organisation’s licensing service provider (LSP) to bring contestability to value-added services and costs not directly related to the software licences. Determining appropriate selection criteria for an LSP is based partly on an organisation’s software asset

  • The Employment Type Architecture for Shared Services Payroll

    Conclusion: When architecting a payroll environment it is best to align to employment types not to departments. The payrolls are simpler to establish and run, cost less, and are in a form that can be outsourced to specialist payroll BPaaS providers.

  • In the Ocean of Big Data, Machines represent the top of the Digital Food Chain

    Conclusion: The popularity and growth of online social media platforms has pushed social data into the spotlight. Humans using the Web mainly interact with human-produced data. Yet the floods of machine-generated data that flow through the Internet remain invisible to humans. For a number of reasons attempts by organisations to mine big social data to improve

  • The Lingua Franca of Business is SAP – not English

    Conclusion: The operational model and associated processes of larger organisations in many sectors of the economy are encoded in software. Enterprise software from SAP plays a dominant role in many industries and significantly influences the terminologies and workflows used within organisations, in particular in those domains where SAP offers out-of-the-box solutions. The

  • CRM Methodologies

    Conclusion: An organisation planning a CRM upgrade, or deployment of a new CRM, has a wide selection of viable methodologies to choose from. Across the various methodologies there are a common set of principles which make application of a suitable methodology relatively straightforward.

    Interpreting and using the most relevant components from a methodology will be

  • Software Asset Management: an organisation-wide effort

    Conclusion: Software Asset Management (SAM) is now a pressing issue for many organisations, due to growing complexities in vendor licensing as a result of the mix of: traditional per device, virtualisation, consumerisation, mobility, cloud services licensing models. SAM is no


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