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Conclusion: This month has seen a high number of security incidents globally. The high demand for security services requires vendors to provide transparency with service offerings, implementation and management. While security provider offerings must cater to a changing environment and support the protection of critical information and business functions, it is also necessary for vendors to foster trust with customers and within individual markets. Difficulties experienced by security service provider Kaspersky Lab in the United States have resulted in a range of issues, particularly when establishing trust in global markets. This month, Kaspersky Lab has been in discussions with the Australian Government to avert these types of difficulties, and foster trust in both public and private sector customers, which is especially critical for security service providers.

Conclusion: Interest in eforms solutions is being driven by two drivers:

  • First, the promise of enabling “citizen developers” within the organisation to take ownership of the creation of forms and automate simple processes.
  • Second, the promise of greater workforce efficiency by digitising manual activities.

These two drivers sit at opposite ends of a spectrum of eforms capabilities. The following framework provides a starting point for organisations to capture and refine their eforms requirements and structure information gathering prior to going to market for a solution.

Related Articles:

"How to succeed with eforms Part 1: Understand the need" IBRS, 2018-01-03 05:42:10

"How to succeed with eforms Part 2: The five most common eforms challenges" IBRS, 2018-02-01 10:06:14

"SNAPSHOT: eForms & workflow products" IBRS, 2018-07-05 02:45:24

"Selecting Mobile Application development tooling" IBRS, 2015-09-02 01:43:47

Conclusion: This month, discussions regarding critical security issues have continued to be prominent. In particular, an increase in the ineffective management of security threats and incidents was flagged. A high proportion of companies have cited a preference for paying off ransomware demands due to a perception it is a cheaper and less complex resolution to security incidents. These types of short-term solutions often produce other risks and create larger, associated problems in the future. A growing trend to under-report security incidents and a lack of cyber threat intelligence has left many companies exposed. Customers often deprive themselves of opportunities to improve cyber security controls and processes when they do not adopt long-term mitigation strategies to reduce risks and enhance response measures.
Such long-term and consolidated efforts allow customers to take advantage of all resources available to the company, founded in threat intelligence. Accessing a wide range of cyber threat intelligence and establishing ways to obtain this information is particularly critical. Plans must include ways to identify and assess security incidents, how staff communicate and share information regarding incidents, as well as harnessing data from external sources such as service providers and other tailored data specialists. Whilst complex, establishing sturdy threat identification, protection, response and recovery frameworks will improve a company’s capacity to manage security risks, utilising all resources and information available.

Conclusion: This month, there have been increased discussions regarding highly targeted, industry-specific security threats. Security issues for managed service providers can be especially complex due to the nature of the industry and delivery frameworks. Targeted attacks on vendors that support a large and diverse client base, utilising intricate, often intertwined solutions which cater to a wide range and large number of business functions, can result in difficulties when security issues arise. Problems such as theft, malicious attacks, denial of service and framework collapses can cause added risks because of vendor/client structures in this sector. For vendors, attacks can result in difficulties such as managing security issues over a large number of clients or associated entities which provide services. For clients, outsourced networks spanning different sites and critical functions are amongst the variety of threats which can leave clients exposed. Responses for vendor co-ordination with clients, as well as associated service providers and partners, must be considered and thoroughly planned when developing response measures for service providers. Measures must be as robust as possible, as well as sufficiently flexible to cater to unforeseen events and the complex nature of the managed services sector, where threats can be highly variable in nature, volume and extremities.

Conclusion: Maintaining a good relationship with the CIO provides many benefits to their direct reports. It is more than just being given the opportunity to shine and leading exciting and new innovative initiatives, it is also essential to the well-being of the direct report and keeping them motivated. According to Gallup1, the number one reason why people leave jobs is to escape their manager, so strive to keep the relationship as positive as possible and maintain that trusted engagement with the CIO.

Conclusion: This month, discussions regarding ICT outsourcing project completion and outcomes have been prominent. Whilst project successes outweigh those which are still struggling, the results make it clear that the capacity to develop and implement a strategic approach to the adoption of managed services is critical. Projects experience difficulties due to failures to stay within budget, set timeframes or providers cannot meet basic milestones. Difficulties are also experienced when unforeseen problems arise because of miscalculations regarding the size or complexity of a project, as well as technical issues. Project successes, which provide a stable working relationship and added value to customers are the result of clear strategies, allow the services to facilitate business objectives, and a thorough consideration of adoption barriers during a project, including administrative, technical, legal and regulatory.

Conclusion: IBRS recently conducted interviews with development partners that promote the use of Agile project development. During the interviews, IBRS noted that the spectrum of Agile services available in Australia has evolved in the market over the last three years. Understanding this emerging spectrum of services is vital, since it is important to align an organisation’s Agile maturity and appetite: is Agile viewed as a project delivery methodology, or is it an important organisational capability? Only then should potential Agile partners be considered.

Conclusion: IT teams across government and industry are facing resource challenges including hiring the right resources with the right skills to add value to the team and support the organisation’s future needs.

Conclusion: Successful business analysts adapt their working practices to ensure they aid in delivering the best solutions to fit business needs in their pivotal role working with IT teams. This is crucial in small delivery teams and in working with the newer Agile methods of delivery.

Conclusion: This month, the large outsourcing agreement between Thales and the Department of Defence/Airservices Australia has been the subject of discussion. Whilst the contract value is high, more significant are the complex project objectives which resulted in a lengthy contract negotiation period. Initially, agencies involved anticipated an off-the-shelf solution to replace national air traffic control systems. However, it became apparent that a customised solution to support system functions was required, given the large and technically complex nature of the project. In order to reduce risks associated with contract failure, a two-year negotiation period was undertaken to ensure delivery responsibilities and specifications were well-defined. Project oversight and monitoring frameworks, vendor incentives to stay within project budgets and meet fulfilment targets were also described in detail within agreements. Although concerns were flagged regarding the delay in finalising this agreement, extra care was warranted given the critical functions the system will support, as well as the high value and complex system foundations. By adopting this approach, all parties have a sturdier agreement which can provide value for money, performance incentives, frameworks for contract execution as well as a better chance of project success.

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