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.
The recent hullabaloo generated from Paul Graham’s essay “Microsoft is Dead” is a great indicator of the turbulent times we live in. In his article, Graham prophesied that Microsoft’s relevance to the IT industry would wane due to four factors: the rise Google, the advent of broadband, Web 2.0 applications, and the resurrection of Apple’s fortunes.
28 May 2007
Conclusion: When selecting Software as a Service (SaaS) solutions, IT managers should demand evidenced from SaaS providers as the levels of service that can be expected using a formal framework. Including IBRS’s SaaSability questionnaire in requests for information will help to ensure that all parties understand their roles and responsibilities.
- As a Service
28 March 2007
Conclusion: As many mid to large organisations are re-evaluating their online presence, designed pre-2001, web content management (WCM) has emerged as a growing concern. To address the concern, IT managers must evaluate three critical non-technical issues before looking at WCM solutions or risk substantial overspend on solutions that may hinder organisational online efficiency and agility.
28 February 2007
Conclusion: Legal firms acting on behalf of copyright holders of images are sending out thousands of copyright infringement notices globally, seeking hefty fees from companies whose web sites contain copyrighted images. CIOs need to understand some of the legal nuances and be directly involved in planning and implementing measures to minimise the financial risks of web content.
28 January 2007
Conclusion: One of the hottest IT issues at the moment is Software as a Service (SaaS.) However, SaaS is not yet a well-defined, nor well-understood approach. Like most IT buzzwords, vendors are rushing to stake their claim. Having a framework to evaluate the different approaches taken by vendors is essential for planning future IT architectures.
28 December 2006
Conclusion: With recent vendor movements in the Web Content Management (WCM) space and related Enterprise Information Management (EIM) space, there is a great deal of focus on how organisations organise and distribute content online.
Much of the hype surrounding vendor announcements and lucrative tenders for web development obscure a far more important trend: the movement of content from being a product in itself to being seen as the result of a series of organisational processes. This is similar to (although not as far-ranging) as Business Process Modelling (BPM) and many of the approaches used in BPM can be applied to process-oriented web content planning.
28 November 2006