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A fascinating advantage of the public cloud is the extremely high availability of the data (at least in theory!). From any device, from any Internet connection, I can surf to a site, provide my credentials, and access data. We are so used to webmail that we can be nonchalant
about this, but it is quite extraordinary. The trouble is, if the data is highly accessible to you when you are on any device on any Internet connection, then it is accessible to other people from any device on any Internet connection.

A spate of poor Service Oriented Architecture (SOA) initiatives has left some thinking that SOA is yesterday’s silver bullet. However, an effective SOA remains an essential foundation for the evolution of enterprise systems. Any organisations disillusioned by the promise of SOA should revisit its experiences to understand why business value was not successfully realised. With the right insight into the critical conditions for SOA success, those organisations can realign, and if necessary reactivate, SOA efforts as an integral part of their IT strategy.

One of cloud computing’s apparently key advantages is reduced operational costs. On deeper investigation, however, the purported savings are achieved by removing obvious waste, which represent the bulk of the headlined ‘savings of 50%’ that cloud computing allegedly offers.

Creating a single source of truth is impossible in the modern enterprise. Today’s complex environment of custom, COTS and cloud solutions mean that redundant and inconsistent information will persist for a long time. Instead drive consistency and currency of data across systems using Master Data Management (MDM). Addressing underlying data quality issues will remain a harder task.

Conclusion:Value chain analysis is one of the fastest ways to understand the essence of a business or an organisation, provided appropriate techniques are used in the analysis. The only concepts needed for recording value chains are roles, systems, artefacts, the links between these concepts, and a distinction between artefacts that are exchanged with other organisations and artefacts that are only relevant within the organisation. One of the biggest pitfalls in value chain analysis is to lose track of the big picture, and to get lost in the details - which can easily be avoided by following a small set of best practices to avoid work that does not add value.

Conclusion:An often reported issue with our clients is that they find the process of benchmarking costly and time consuming, while rarely does it provide them with worthwhile information. After discussions with those involved we have found that this dissatisfaction is often due to a small number of issues which could have been resolved prior to undertaking the benchmarking process.

Conclusion: In a continually evolving business world, organisations with immediate access to quality data can fast-track decision making and gain a competitive edge or be recognised as a leading agency. Critical in sustaining this edge will be the performance of the CIO (Chief Information Officer) in securing and supplying data on demand and ensuring its meaning is understood by business professionals and managers.

Conclusion: The role of the traditional service desk has been to act as the single point of contact for clients for operational incidents and to track their resolution. With ITIL v3‘s (IT Infrastructure Library – version 3) having as one of its objectives the improvement in IT Infrastructure service delivery, one way to do it is to expand the role of the service desk. In its expanded role, the service desk takes on activist responsibility for delivery life cycle functions, including implementing continuous service improvements.

Conclusion: Historically grown organisational structures and simplistic job descriptions sometimes stand in the way of creating a high-performance team. Taking personality attributes into account when assigning roles and responsibilities can have a measurable influence on overall costs, delivery time, functional fit of IT solutions, as well as on skill development in the team.

Conclusion: Project managers often find management of the change process one of the hardest aspects to deal with in their projects. While they have been trained to deal with facts and figures using templates and other project management aids, rarely do they have the necessary skills and experience to successfully manage the workplace change associated with their projects.

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