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The choices when selecting and designing an enterprise resource planning (ERP) solution are immense and typically require industry-specific considerations. Executives rightly desire fully-integrated IT services across all departments within an organisation. The end result is a reliable, fully-integrated, and secure solution whether it is deployed in a public or hybrid Cloud solution.
What should not be up for negotiation are the essential, machine critical controls (CCs) that maintain the effectiveness and security of this critical asset during normal business operations. In all, IBRS previously addressed the 10 human-facing CCs1. In this research article, the focus is the remaining 10 machine CCs.
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The choices when selecting and designing an Enterprise Resource Planning (ERP) solution are immense and typically require industry specific considerations. Executives rightly desire fully-integrated IT services across all departments within an organisation. The end result is a reliable, fully-integrated, and secure solution whether it is deployed in a public or hybrid Cloud solution.
What should not be up for negotiation are the essential, human-facing critical controls (CCs) that maintain the effectiveness and security of this critical asset during business operations. In all, IBRS sees organisations needing to address 10 human-facing CCs from a group of 20 CCs. The remaining 10 CCs will cover the technical controls later in this research series.
Contract management can be more than just record keeping. When done well, it can enable organisations to explore the best ways to optimise their investments when conditions change.
This capability proved essential for the Australian government when COVID-19 hit, with investments in all manner of services and infrastructure being needed almost overnight.
IBRS interviews ZEN Enterprise, an Australian niche contract management solution vendor, and the contract manager from a large Australian agency to tease out the benefits and challenges of advanced contract management in an age of rapid change.
Involving end-users in the software development cycle isn’t a new concept, yet reportedly, 78 per cent of IT project professionals believe business stakeholders need to be more involved in and engaged with the requirements process1. Commonly, software development project managers report problems with end-users’ ability to learn and use the new system and/or the end-users’ perceived quality of system functionality. While usability testing is meant to be a safeguard for system ease-of-use, user acceptance testing is designed to be a safeguard for the development of quality functionality. Both play a different role in the software development lifecycle.
This paper covers the differences between usability testing with end-users and user acceptance testing, also conducted with end-users and why both are equally important for the software development success.
Conclusion: Employees who feel their voices are heard are 4.6 times more likely to feel empowered to perform their best work, and 96 % of employees believe showing empathy is an important way to advance employee retention1. Many organisations understand the importance of employee engagement, yet many organisations also do not develop and deliver successful staff engagement plans or activities2.
Many published strategies centre on the aspirational and critical elements of vision, leadership and growth3. This paper focuses on three practical steps that organisations can implement easily, to help tangibly begin the journey to turn employee engagement results into informed, believable and actionable plans.
Implementing machine learning operations (MLOps) is complicated by several challenges: the number of the stakeholders involved in a project; the shortage of people with the necessary skills; the scope of regulatory compliance; validation of the machine learning (ML) model; and model degradation issues. Considering how these challenges will be addressed is a vital precursor for the successful implementation of MLOps.
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