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Joseph Sweeney

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Dr. Joseph Sweeney is an IBRS advisor specialising in the areas of workforce transformation and end user computing, including: workplace strategies, enterprise solutions, collaboration, policy, organisational cultural change, and software deployment and licensing.  He is the author of IBRS’s Digital Workspaces methodology. Dr Sweeney has a particular focus on Microsoft products, and often assists organisations in rationalising their Microsoft licensing spend and helping to identify budget for end user computing innovation. He is an accomplished technology strategist and pioneer of Asia’s internet industry. He was a cofounder and Vice President, of Asia Online, where he headed up product development  and assisted the start-up grow into one of Asia’s leading Internet and on-line services. He is also deeply engaged in the education sector. He 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.

Conclusion:SharePoint’s rapid installation across organisations (and especially within the public sector) is leading to fragmented deployment, which is then causing difficulties when attempting to merge or share content and applications. Organisations that are part of a federation, such as Local and State Councils – can alleviate future integration bottlenecks, reduce investments in application development, increase the rate of eServices delivery and help ensure that stakeholders can share information, by adopting the governance practices from the open source community.


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Conclusion: Microsoft licensing costs for SharePoint range from free to well over A$100,000. Minimising installation costs requires organisations carefully analyse user requirements, business needs and then narrowly define what SharePoint features are actually needed, then work through Microsoft's licensing model, taking into account existing enterprise licensing arrangements. Savings of over A$30,000 on SharePoint deployments are possible through careful selection of licensing options.


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Conclusion: Windows 7 is ready for release and by now most organisations' IT departments will have spent some time evaluating the product. While initial reviews have been positive, a fundamental question still needs to be asked - does this new operating system offer your enterprise anything of substantial benefit that would warrant its use?


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Conclusion: The recent media frenzy regarding Google’s soon-to-be-released operating system is not a sign of a serious competitor to Microsoft’s Windows Operating system – it’s the last gasps of a dying IT topic. That is, the importance of the operating system. As the computing power of underlying hardware on non-desktop devices (SmartPhones, handheld devices, netbooks, game consoles and so on) increase, and as consumers become increasingly technology savvy, users are caring less about the operating system and more about the overall ‘usability’ and ‘experience’ of the applications on the devices, which are provided by user interface layers that reside above the operating system. While operating systems will remain a consideration for IT architects, they will increasingly be a moot point for users. This has significant implications for IT management.


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Conclusion: A decision to migrate an enterprises desktop operating environment from Microsoft Windows XP to Windows Vista in the near term, or to wait until Windows 7 is available and proven, is both technically and politically complex. The final decision depends heavily upon several key factors: the existing software and hardware infrastructure, Microsoft licensing arrangements, the sophistication of desktop management tools, scale of the help desk and ability to train end users and manage change.


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Conclusion:As previously discussed, organisations must be exceedingly careful about how they deploy Microsoft desktop products within a virtual desktop environment, or risk exposing themselves to potentially millions of dollars of unexpected licensing fees. Worse, Microsoft’s own staff and channels have been known to misinterpret how Microsoft licensing works within virtual desktop environments, which is causing customers frustration, fear and potentially adding time and cost to virtual desktop initiatives. However, there are solutions (incorporating both legal and technological aspects) that can limit an organisation’s licensing exposure in virtual desktop environments. In this research note, we provide an overview of these solutions and demonstrate their application through several licensing scenarios, all of which have been validated by Microsoft.


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Conclusion: A decision to migrate an enterprise’s desktop operating environment from Microsoft Windows XP to Windows Vista in the near term, or to wait until Windows 7 is available, is both technically and politically complex. The final decision depends heavily upon many interrelated IT infrastructure factors, as well as business issues, not in the least of which are end-user animosity against Vista. However, senior IT executives and Enterprise Architects should not dismiss Vista as an option, nor rush to Windows 7 without first a careful evaluation of the risk and benefits of each.


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Conclusion:SharePoint is rapidly becoming a victim of its own success. Rapid tactical deployments and uptake by individual departmental teams has led to pockets of isolated information, which are growing in size at an alarming rate. Also, lack of understanding and planning when developing SharePoint-based solutions is leading to unexpected licensing costs. Organisations must re-evaluate their SharePoint deployments and, if needed, step back and architect their SharePoint implementations if they are to avoid being bitten by their SharePoint projects in the future. Following are four SharePoint deployment scenarios that bite.


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Conclusion: Discontinuing a Microsoft Enterprise Agreement (EA) appears to be a quick way to reduce IT spend in the short term – which is especially attractive in the current economic environment. However, there are substantial financial risks involved in terminating an EA and organisations must be exceedingly careful not to open themselves to licensing liabilities. Exiting a Microsoft Enterprise Agreement requires its own business case review, looking at not only the obvious financial savings, but also at the risks, change management and mid-to-long term impact.


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Conclusion: Several models exist for planning mobility around broad categories of mobile worker. While useful, these models are being overused, placing emphasis on the wrong aspects of mobility without deep consideration of the processes and applications being addressed. The basic tenet appears to be ‘build it and they will come.’ That’s fine if you are building a field of dreams, but not so good if you are spending $1.5 million on a new IT architecture. Instead, strategic plans for mobility should consider that different workers will use different applications at different times for different purposes. Planning for mobile collaboration must start with a thorough understanding of staff functions, their information and application needs, and then apply these information needs and applications to categories of mobile usage, not users.


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TechSci Research estimates the Australian managed security services (MSS) market will grow at a CAGR of more than 15 percent from 2018-23 as a result of the increased uptake of cloud computing and...
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Kids, Education and The Future of Work with Dr Joseph Sweeney - Potential Psychology - 25 July 2018

What is the future of work and how do we prepare our kids for it? Are schools and universities setting kids up for future success? Does technology in the classroom improve outcomes for kids? Should...
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PageUp starts rebuilding and looks to learn lessons after data breach nightmare - AFR - 27 June 2018

The timing couldn't have been worse for PageUp; two days before Europe's new data protection regime came into force the Melbourne-based online recruitment specialist's security systems detected...
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