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Conclusion: RFTs (Requests for Tender) increasingly contain NFRs (Non Functional Requirements) describing the desired attributes of the systems solution or services being sought. Attributes sought vary from those directly related to products and services such as scalability and high availability to strategic management capabilities.

NFRs are needed to help differentiate tenderers due to the commoditisation of products and services. Astute tenderers know they have to submit a compelling value proposition complemented by initiatives to convince clients they can deliver what is required. Clients likewise need to define fine achievable NFRS, be discerning assessors of responses, and be able to hold the tenderers accountable.

Successful IT architecture is largely about choosing the optimum systems and technologies that enable organisations to achieve their strategic objectives. The right way to choose between architecture options is through an open, timely, visible process that incorporates key stakeholder input, is based on credible evidence and is measured against alignment with organisational needs and priorities. Poor architecture decision making leads to confusion, waste and delay.

Conclusion: Demand for storage capacity continues to grow at 60%+ per annum, requiring ongoing capital investments in incremental capacity upgrades, or worse, a capital intensive rip and replace upgrade every 3-4 years. Since “cloud” is the current IT buzzword, IT organisations are being asked to look at how the use of cloud storage can reduce cost and transform lumpy capital expenditure into a more uniform “pay as you go” operational cost.

Conclusion: Cisco and RIM will fail to dominate the corporate tablet computer market and will lose out to consumer technology from Apple and Android. Cisco is currently dabbling in this area, and RIM is slowly losing relevance in the enterprise.

There is a clear shift towards consumers using their own smartphones and tablet computers, and CIOs should start planning for how they will enable secure remote access to corporate data from any device, with any operating system. Buying into the dream of corporate issued mobile devices, built for the enterprise market, is buying a white elephant: expensive to maintain, supposedly prestigious, but ultimately useless.

Conclusion: The increasing reliance of software solutions on third party web services creates new kinds of risks that must be considered when designing software systems. The main difference between in-house software components and external web services is the level of control available in the event of unforeseen issues. Consequently it is prudent to invest in improving the level of fault-tolerance and usability of applications. In order to determine where improvements are needed, organisations need to understand the end-to-end web service supply chains that are encoded in their software solutions.

Conclusion: In most organisations the Help Desk is the single point of contact for business and IT professionals regarding desktop support. When management skimps on the number of IT professional needed and their training, users typically wait too long to get through to the Help Desk or become frustrated and abandon the call, with adverse business consequences.

Conversely, when too many Help Desk staff are assigned, boredom quickly ensues. Ensuring the Help Desk has the right number of IT professionals with the right skills is a balancing act for management. Unless management has sound performance metrics to measure service effectiveness, achieving the balance is hard.

Conclusion: As Windows 7 celebrates its first birthday many organisations are contemplating a desktop upgrade. Most desktops were designed more than seven years ago and there are many new technologies and approaches that need to be considered.

For most staff the desktop is a personal experience, making the upgrade a high-profile project. Treating this as just a technical refresh risks creating a technically successful solution that is considered an expensive failure by the business, or of marginal value. To avoid a career-limiting move, approach the desktop upgrade as a business project that has strong links to key business drivers, and structure the implementation to ensure it quickly delivers tangible business benefits.

Conclusion: IBRS will be delivering research series covering the ramifications of new mobility and "consumerisation" of technology. In this first note, we provide an overview of current trends and make predictions on the shape of things to come.

While the introduction of the iPhone represented a milestone in consumer devices impacting IT decision-making within organisations, many strategic planners have been struggling to predict where trends in consumer technology will take us. Recent market shifts in Europe, the USA and even in Australia now provide a clear path as to how, where and why consumer devices will drive change in organisational IT. The ramifications for how enterprise solutions are developed and deployed are profound and should be top of mind for any CIO… and the COO, CFO and CEO.

Conclusion: Engagement by Australian organisations with Indian based service providers (IBSP) has accelerated in recent years. Indian providers have invested significantly to increase the breadth and depth of engagement with their Australian clients.

Software, and or, middleware solutions to enable collaboration and other activities via the cloud are growing. Fortunately for organisations, the features, benefits and costs of the solutions offered by vendors provide plenty of choice. As this area of cloud applications and tools is growing rapidly, organisations should take a longer view, up to three years for a total cost of ownership evaluation, and assess the requirements for file sharing solutions. Social networking connection tools can be chosen without too much cost or risk attached.

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