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Vendor Management

  • Conclusion: During January to March 2018, IBRS conducted a detailed market scan of eForms vendors and their products in the Australian market. The market scan was structured around common selection criteria and comparisons developed. The following snapshot summarises the results of the study, and may be used to assist with the development of eForm and workflow solution

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    Related Articles:

    "How to succeed with eforms Part 1: Understand the need" IBRS, 2018-01-03 05:42:10

    "How to succeed with eforms Part 2: The five most common eforms challenges" IBRS, 2018-02-01 10:06:14

  • Conclusion: When multiple application software vendors claim they have the solution to an organisation’s requirements, challenge them to prove it by demonstrating their product’s differentiators and ability to process use cases.

    To make the right buying decision, clients must insist the demonstration stretch the software’s functionality and the vendor’s grasp of its

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  • Conclusion:All organisations have technology partners. Some will have long standing partners and some technology partners will play the role of innovation lead or be responsible for introducing new technologies to their customers. However, relying on these traditional technology partners may prevent organisations from achieving digital transformation goals and may even be

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  • Conclusion:Transitioning to hybrid Cloud might include migration from the current outsourcing contracts and some in-sourced activities to IT-as-a-Service models. The rationale is to accelerate efficiency gains realisation in a timely manner. One of the Procurement Manager’s options is to seek a service broker (e. g. prime contractor) to efficiently undertake the migration

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  • Conclusion: Organisations that by law must issue open tenders for systems solutions know they will be inundated with multiple responses and spend scarce work days assessing them. Staff involved in the process also know that many solutions proposed are not practical and, even if they are, often doubt the vendor has the capacity and capability locally to implement

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  • Conclusion: ICT vendors compete to gain the loyalty of channel partners to take their products to market. Vendors often run channel programs that reward partners for specific behaviours and results, which can give specific partners an upper hand in competitive situations.

    When organisations go to market to purchase specific technologies, they often seek out several

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  • Conclusion: Organisations deal with an array of ICT vendors, resellers, integrators or service providers. Prudent organisations will establish formal Supplier Relationship Management procedures to systematically manage the organisations’ interactions with suppliers, with goals of streamlining procedures and maximising effectiveness and value in these dealings.

    Not all

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  • Conclusion: Forward thinking IT organisations wishing to create a service differentiation should analyse their value activities to construct a “uniqueness capability”. The outcome should convince business lines that IT services can generate business value at a

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  • Conclusion: The role and responsibilities of procurement and corporate services organisations is increasing relative to those of ICT groups as ICT becomes increasingly bought ‘as-a-service’ rather than installed as capital-intensive

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  • Conclusion: IT organisations adopting IT-as-a-Service strategies tend to acquire the best of breed services from the market instead of building them in-house. This leads to increased adoption of multi-sourced services, whereby reliable governance processes are critical success factors to realise the desired business benefits in a timely and cost-effective

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  • Conclusion: organisations have invested considerable resources over the past decade in an effort to improve their procurement capability. ICT investments were often large, complicated, and undertaken over long periods. Companies expressed concerns that they felt vulnerable when dealing with technology vendors, and their relationships often reflected protectionist

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  • Conclusion: as cyber-security becomes a board-level topic, organisations in the A/NZ region are feeling the pinch of the security skills shortage. In this environment, moving IT services to the Cloud has the potential to streamline and/or automate some basic IT security practices. Cloud services are not an IT security silver bullet, but for many organisations,

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  • Conclusion: with the increased adoption of SaaS for business systems (e. g. ERP), new SaaS providers continue to appear in the market. While those providers are offering easy-to-use products and low start-up costs compared to running in-house business systems services, there is a risk that some service providers might cease to do business. As a result, SaaS

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  • Conclusion: Running IT-as-a-Service requires offering broad IT services tied to external-value that goes beyond meeting or exceeding SLA targets. This is because the majority of existing SLAs are IT centric and vaguely relate to business value. Much of this issue is related to IT Groups’ lack of business analysis skills and IT ad hoc methods to comprehend

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  • Conclusion: Before embarking on a virtual desktop project examine the major factors in delivering a virtual desktop rather than immediately focusing on a technical evaluation of Citrix vs. VMware. This should include use cases, service model (i. e., Cloud, Managed Service Provider or Build, Own, Run) and infrastructure model (i. e., Desktop-as-a-service,

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  • Conclusion: HP’s split into two companies is more important as a sign of the dramatic changes in the IT infrastructure market than the impact it will have on HP customers. When combined with IBM’s exit from the PC and x86 markets and Dell going private, poor financial results from leaders such as IBM and SAP, it is clear we are in the midst of a major industry

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  • Conclusion: A majority of organisations around the world and across Australia are implementing or trialling some form of Cloud service whether it be IaaS, PaaS or SaaS. While Cloud services offer many potential benefits to organisations they can increase complexity in a number of areas of IT service management. Organisations may implement a hybrid Cloud

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  • Over the last 2 years, there has been an explosion of all things cloud. Infrastructure in the cloud, cloud services and of course cloud providers.

    Many organisations are moving to the cloud, planning to move to the cloud or at least thinking about ways that they can leverage what the new

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