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Conclusion: Software vendor Zoho is pinning its growth on the rapid adoption of cloud services with the aim of being the IT department for SMEs. This business strategy might seem overly optimistic as its potential success may even be partly dependent on Microsoft. According to Zoho, the status of Microsoft in delivering products online is an implicit approval of the delivery and use of software by smaller vendors.
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Conclusion: Like a toy that comes with a ready meal, Google Apps is seen by universities as suitable for student users. By its cost per student and terms of service, Google Apps exemplifies how the principle of good enough (POGE), has been accepted to service student needs.
With ever-present financial pressures institutions will consider Google Apps, and for its trading cost it is a viable alternative, which will develop and in all likelihood offer more features in the future.
Conclusion: Google Apps' products are developing rapidly. These developments range from the large and significant, to the small minor adjustments. Google has increased its pace of development, and enterprise users will want to gain a strategic view of how the Apps mature in the next two years.
Google Apps' driving force, Rajen Sheth defines the corporation's main ambitions in two areas: to improve functionality, perhaps in ways that have not been considered by users, and to redefine enterprise messaging and collaboration. Whether they can achieve such ambitions is not foreseeable but they will offer many new tools and enhancements to reach that objective.
Conclusion:Software as a service seems suspiciously familiar, bringing up old memories of time share mainframe computing systems in a different era, and more recent memories of application service provider based software offerings. Repackaging of old concepts in new terminology is a technique commonly used by software vendors. However, don’t dismiss software as a service due to a lack of technical innovation. The current attraction of SaaS is a result of changes in the economics of IT infrastructure.
Conclusion: While the total cost of ownership model is helpful in an initial comparison of products and services, the familiar problem with TCO as an analytical methodology is evident1. This problem is especially clear when dealing with Google Apps because its costs of production and distribution are atypical of the software industry.
The assessment of price should be done in relation to, or in the context of features and benefits. These may be itemised as utilitarian functions and therefore it is possible to assign costs to each feature. The differences in requirements for each organisation mean that to a large degree, TCO evaluation should be done in the context of an organisation’s own situation.
Conclusion: As the economy enters recession both public and private organisations are trimming costs. There is emerging evidence that Google Apps Premier may have some appeal compared with other vendor products. Despite questions over Google’s capability and experience with channel partners, deeper investigation is worthwhile.
Organisations assessing Google Apps Premier must determine not only total cost of ownership, as Google does not have a model template to assist with that, but also whether the channel relationships will endure, as Google has almost no experience in running such programs.
Conclusion: Business departments not getting the services they want from their IT departments see Software as a Service (SaaS) as a very attractive alternative to get applications currently not being provided or to replace unsatisfactory or poorly supported applications. CIOs must be prepared to find (possibly renegade) SaaS applications in use in their organisations. They must set in place the relevant support and appropriately skilled staff to manage this potentially disruptive technology.
Conclusion: The usefulness of Web based applications is not limited to the provision of Web-enabled front-ends to traditional business software. The Web also allows the design of applications that are capable of putting powerful human intelligence at our fingertips. Tapping into that intelligence to solve truly hard problems possibly constitutes the next disruptive innovation. Intelligence has never been cheaper!
Conclusion: A perfect IT storm is looming, driven by merging category 4 storms such as Utility (or cloud) computing, and the Red Shift growth in massive computing. The force of the storm will be exacerbated by rising energy costs and their impact on the data centre energy budget. As a consequence, in a few years many mid to large organisations have at least all their non-differentiating applications running on remote shared SaaS-like sites. This will have a significant impact on the IT department and it’s CIO.
Conclusion: Implementing a web service oriented architecture leads to more maintainable application systems that are cheaper to operate - if you can afford to wait three years or longer, without resorting to cutting corners, or even pulling the plug. Reduction of risk exposure is the real and immediate reason why consumption and creation of services should be an essential part of renovating and evolving the enterprise application landscape of a software intensive business.
Conclusion: Compared to the consumer market, the enterprise market is more conservative when letting an external service provider store and manage its critical business information remotely, via the web. But in the face of spiralling internal IT operational costs, many companies are likely to significantly expand their use of Software as a Service (SaaS), previously known as Application Service Providers (ASPs) over the next five years.
Conclusion: The pay as you grow benefits of Application Service Providers* (ASP's) are finally approaching critical mass in Australia as a result of greater penetration of broadband technologies (cable internet, DSL, satellite and wireless) and more substantive vendor offerings.
Conclusion: IT organisations wishing to select quality services at competitive prices should rate themselves against an IT procurement maturity model to leverage economies of scale. This will enable IT organisations to reduce cost while meeting business needs in a timely and cost-effective manner.
Conclusion: To respond to the COVID-19 outbreak in Australia, organisations are left with no alternative but to improve their internal efficiency to continue meeting their committed service levels while facing a constant drop in headcount1. However, sustaining the efficiency gains once acquired requires high-availability and efficient services that meet business operations imperatives. This demands avoiding outages that require significant manual effort to recover services while dealing with possible embarrassment in the media. IT organisations should develop a risk profile for every critical service and alert the possible exposures to business executives. The focus of the risk profile is to avoid increased overheads while maintaining service levels. The outcome should be a mitigation strategy that is acceptable to business executives, clients, business partners and government agencies.
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