This document discusses strategic architecture and provides guidance on how to build one. It defines strategic architecture as a roadmap that identifies core services and enabling technologies to support business needs. The benefits of a strategic architecture include improved business alignment, communication, and perception of IT. It recommends adopting a framework, understanding business services, defining technology solutions, and documenting each solution's current and future architecture. The goal is to develop a vision for delivering complete services instead of just technologies.
This document is a business case template for taking the PRINCE2 Foundation certification. It outlines what PRINCE2 is, the benefits it provides for both individuals and organizations, and how it can help the job role and requirements of the individual. A cost-benefit analysis is then presented to evaluate the expected monetary and non-monetary costs versus the benefits of gaining the PRINCE2 certification.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
This document discusses the Monitor Stakeholder Engagement process which involves monitoring project stakeholder relationships and modifying engagement strategies as needed. Key inputs include the project management plan, project documents like risk registers, and work performance data. Tools include meetings, data analysis, decision making techniques, and communication skills. Outputs include updated work performance information, change requests, and updates to project documents and management plans.
This document provides information about a 3-day online training course to prepare participants for the Certified Product Manager (CPM®) certification exam. The course covers product management strategies and methodologies throughout the product lifecycle. Participants receive course materials, access to productivity tools and templates, AIPMM membership, and the CPM® exam fee with enrollment. The training is designed to fully prepare attendees to successfully complete the CPM® exam.
This document provides a guide for developing a strategic sourcing strategy in 6 steps: 1) Analyze current spending, 2) Assess supplier markets, 3) Issue a supplier survey, 4) Review responses and select finalists, 5) Define target performance metrics and costs, and 6) Select and communicate with suppliers. The goal is to take an organized, collaborative approach to leverage spending and select suppliers that can create the most value by meeting quality, cost, and other objectives. Key aspects include understanding total cost of ownership, defining a target "to be" state, and setting clear performance metrics for supplier evaluation and continuous improvement.
Facing the future: Sense-making in Horizon ScanningTotti Könnölä
The document summarizes a conference on horizon scanning and sense-making. It discusses how horizon scanning involves collecting observations of potential future developments and deriving policy implications. Sense-making is inseparable from scanning and involves perceiving, interpreting and constructing meaning from emerging trends. The case study described a horizon scanning exercise where 381 issues were identified, assessed, and synthesized into cross-cutting challenges to inform EU policymaking recommendations on sustainability, social changes, and governance.
Project Procurement Management involves processes to purchase or acquire products, services or results from outside the project team. It includes three main processes: Plan Procurements, Conduct Procurements, and Control Procurements. Plan Procurements involves documenting procurement decisions, specifying the approach, and identifying potential sellers. Conduct Procurements obtains seller responses, selects a seller, and awards a contract. Control Procurements manages procurement relationships, monitors contract performance, and makes changes as needed.
This document is a business case template for taking the PRINCE2 Foundation certification. It outlines what PRINCE2 is, the benefits it provides for both individuals and organizations, and how it can help the job role and requirements of the individual. A cost-benefit analysis is then presented to evaluate the expected monetary and non-monetary costs versus the benefits of gaining the PRINCE2 certification.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
This document discusses the Monitor Stakeholder Engagement process which involves monitoring project stakeholder relationships and modifying engagement strategies as needed. Key inputs include the project management plan, project documents like risk registers, and work performance data. Tools include meetings, data analysis, decision making techniques, and communication skills. Outputs include updated work performance information, change requests, and updates to project documents and management plans.
This document provides information about a 3-day online training course to prepare participants for the Certified Product Manager (CPM®) certification exam. The course covers product management strategies and methodologies throughout the product lifecycle. Participants receive course materials, access to productivity tools and templates, AIPMM membership, and the CPM® exam fee with enrollment. The training is designed to fully prepare attendees to successfully complete the CPM® exam.
This document provides a guide for developing a strategic sourcing strategy in 6 steps: 1) Analyze current spending, 2) Assess supplier markets, 3) Issue a supplier survey, 4) Review responses and select finalists, 5) Define target performance metrics and costs, and 6) Select and communicate with suppliers. The goal is to take an organized, collaborative approach to leverage spending and select suppliers that can create the most value by meeting quality, cost, and other objectives. Key aspects include understanding total cost of ownership, defining a target "to be" state, and setting clear performance metrics for supplier evaluation and continuous improvement.
Facing the future: Sense-making in Horizon ScanningTotti Könnölä
The document summarizes a conference on horizon scanning and sense-making. It discusses how horizon scanning involves collecting observations of potential future developments and deriving policy implications. Sense-making is inseparable from scanning and involves perceiving, interpreting and constructing meaning from emerging trends. The case study described a horizon scanning exercise where 381 issues were identified, assessed, and synthesized into cross-cutting challenges to inform EU policymaking recommendations on sustainability, social changes, and governance.
Project Procurement Management involves processes to purchase or acquire products, services or results from outside the project team. It includes three main processes: Plan Procurements, Conduct Procurements, and Control Procurements. Plan Procurements involves documenting procurement decisions, specifying the approach, and identifying potential sellers. Conduct Procurements obtains seller responses, selects a seller, and awards a contract. Control Procurements manages procurement relationships, monitors contract performance, and makes changes as needed.
This document outlines an agenda for a procurement meeting that includes: conducting a practical exercise to review organizational structure, metrics, challenges, and technology; discussing the top challenges facing Chief Procurement Officers; reviewing traditional versus upgraded procurement organization models; assessing technology basics and opportunities for leveraging technology; prioritizing key performance indicators; considering partnerships with suppliers; and managing risks.
Managerial decision making involves cutting off undesirable alternatives to select the best option. It is a complex process that requires analyzing problems, developing alternative solutions, and selecting and implementing a desired alternative. There are different models of decision making, including the classical, administrative, and political models, that take different approaches depending on factors like the level of certainty, risk, and organizational goals. Effective decision making follows a process of defining the problem, gathering information, developing and analyzing alternatives, selecting the best option, and evaluating outcomes.
The document discusses opportunities for improving spend and contract management through various strategies and tools. It identifies challenges with traditional approaches and highlights best practices such as electronic transactions, visibility into contracts and suppliers, and improved spend data capture. Specific areas covered include enterprise spend analysis, contract lifecycle management, data management, electronic invoice processing, and deployment considerations. The key is taking a holistic approach through continuous improvement, stakeholder engagement, and driving initiatives to reduce expenses and deliver value.
The document discusses project management structure and outlines key areas to focus on when planning a project. It emphasizes establishing clear communication structures, work breakdown structures (WBS), documentation standards, and change control processes. The document also stresses the importance of understanding stakeholders, selecting an effective project team, and providing necessary training. Overall, it advocates for a structured approach to project planning and management to achieve predictable performance, capture lessons learned, and ensure quality outcomes.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
Within this Presentation Will help you to improve the basic understanding about Decision Making Process as well as to help the Group for Making Decision.
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
The document discusses outsourcing and vendor management. It begins by defining outsourcing and listing common reasons for outsourcing such as cost reduction, avoiding large investments, and focusing on core competencies. It then describes different types of outsourcing models including BPO, ITO, and APO. The document provides details on implementing outsourcing and managing vendors through strategies such as risk analysis, due diligence, documentation, and ongoing supervision. It also presents a case study on how Cisco established a global vendor management office to gain more value from suppliers.
The document discusses key concepts in project integration management. It begins by explaining that integration management involves planning the work, ensuring the work is completed properly while managing changes, and closing the project. It then provides examples of integration processes and discusses how work should be integrated across the organization. It also covers topics like the project charter, schedule, change control, lessons learned system, and how stakeholders contribute to the project plan.
The site visit evaluates a project that installed handpumps and water supply schemes in 7 villages affected by flooding. Physical verification found that most infrastructure was operational. Focus groups discussed project benefits and challenges. Villagers now have improved access to drinking water but feel additional infrastructure is still needed. Some conflicts emerged over water access between communities. The project overall increased access to safe water, but sustainability may require continued community management and awareness efforts.
Integrated roadmap for Developing PMO with CMMi ProspectiveAshok Jain
The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity
The Future of Procurement Technology with Hugo Evans of A.T. KearneyScout RFP
Successful procurement technology has one job, a north star: to provide a robust yet easy-to- use system for transforming needed goods and services into value for a company so that it can excel at its own business. According to Hugo Evans, Vice President at A.T. Kearney, we are at an inflection point, largely driven by the emergence of more flexible, user-friendly procurement technologies.
The Future of Procurement Technology with Hugo Evans of A.T. KearneyScout RFP
This document discusses the future of procurement technology. It outlines how A.T. Kearney has been a leader in procurement for over 35 years, inventing concepts like global sourcing. The future will see a microservices ecosystem of value-creating technologies connected through an AI hub. Traditional procurement systems are inadequate for the digital revolution. The future user experience should be consumerized with proactive, actionable insights. Procurement roles will evolve to focus on customer experience, supplier relationship management, and providing commercial input to improve offerings. Good technology enables procurement to gain and use power in relationships with suppliers.
The document discusses enterprise roadmapping and provides guidance on developing an effective roadmap. It defines roadmapping as planning to achieve objectives over time just as a roadmap guides travelers. It then outlines the key components of an enterprise roadmapping process, including assessing the current state, defining objectives, developing a target vision, building the roadmap, and managing the portfolio of initiatives.
The document provides graphic layout guidelines for poster presentations, recommending using an invisible grid to align information while minimizing white space around edges. It suggests establishing a visual hierarchy with a large main focal point, medium secondary foci, and smaller tertiary information. Text should be organized logically and oriented consistently, with titles always below drawings in a horizontal base.
This document outlines an agenda for a procurement meeting that includes: conducting a practical exercise to review organizational structure, metrics, challenges, and technology; discussing the top challenges facing Chief Procurement Officers; reviewing traditional versus upgraded procurement organization models; assessing technology basics and opportunities for leveraging technology; prioritizing key performance indicators; considering partnerships with suppliers; and managing risks.
Managerial decision making involves cutting off undesirable alternatives to select the best option. It is a complex process that requires analyzing problems, developing alternative solutions, and selecting and implementing a desired alternative. There are different models of decision making, including the classical, administrative, and political models, that take different approaches depending on factors like the level of certainty, risk, and organizational goals. Effective decision making follows a process of defining the problem, gathering information, developing and analyzing alternatives, selecting the best option, and evaluating outcomes.
The document discusses opportunities for improving spend and contract management through various strategies and tools. It identifies challenges with traditional approaches and highlights best practices such as electronic transactions, visibility into contracts and suppliers, and improved spend data capture. Specific areas covered include enterprise spend analysis, contract lifecycle management, data management, electronic invoice processing, and deployment considerations. The key is taking a holistic approach through continuous improvement, stakeholder engagement, and driving initiatives to reduce expenses and deliver value.
The document discusses project management structure and outlines key areas to focus on when planning a project. It emphasizes establishing clear communication structures, work breakdown structures (WBS), documentation standards, and change control processes. The document also stresses the importance of understanding stakeholders, selecting an effective project team, and providing necessary training. Overall, it advocates for a structured approach to project planning and management to achieve predictable performance, capture lessons learned, and ensure quality outcomes.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
Within this Presentation Will help you to improve the basic understanding about Decision Making Process as well as to help the Group for Making Decision.
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
The document discusses outsourcing and vendor management. It begins by defining outsourcing and listing common reasons for outsourcing such as cost reduction, avoiding large investments, and focusing on core competencies. It then describes different types of outsourcing models including BPO, ITO, and APO. The document provides details on implementing outsourcing and managing vendors through strategies such as risk analysis, due diligence, documentation, and ongoing supervision. It also presents a case study on how Cisco established a global vendor management office to gain more value from suppliers.
The document discusses key concepts in project integration management. It begins by explaining that integration management involves planning the work, ensuring the work is completed properly while managing changes, and closing the project. It then provides examples of integration processes and discusses how work should be integrated across the organization. It also covers topics like the project charter, schedule, change control, lessons learned system, and how stakeholders contribute to the project plan.
The site visit evaluates a project that installed handpumps and water supply schemes in 7 villages affected by flooding. Physical verification found that most infrastructure was operational. Focus groups discussed project benefits and challenges. Villagers now have improved access to drinking water but feel additional infrastructure is still needed. Some conflicts emerged over water access between communities. The project overall increased access to safe water, but sustainability may require continued community management and awareness efforts.
Integrated roadmap for Developing PMO with CMMi ProspectiveAshok Jain
The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity
The Future of Procurement Technology with Hugo Evans of A.T. KearneyScout RFP
Successful procurement technology has one job, a north star: to provide a robust yet easy-to- use system for transforming needed goods and services into value for a company so that it can excel at its own business. According to Hugo Evans, Vice President at A.T. Kearney, we are at an inflection point, largely driven by the emergence of more flexible, user-friendly procurement technologies.
The Future of Procurement Technology with Hugo Evans of A.T. KearneyScout RFP
This document discusses the future of procurement technology. It outlines how A.T. Kearney has been a leader in procurement for over 35 years, inventing concepts like global sourcing. The future will see a microservices ecosystem of value-creating technologies connected through an AI hub. Traditional procurement systems are inadequate for the digital revolution. The future user experience should be consumerized with proactive, actionable insights. Procurement roles will evolve to focus on customer experience, supplier relationship management, and providing commercial input to improve offerings. Good technology enables procurement to gain and use power in relationships with suppliers.
The document discusses enterprise roadmapping and provides guidance on developing an effective roadmap. It defines roadmapping as planning to achieve objectives over time just as a roadmap guides travelers. It then outlines the key components of an enterprise roadmapping process, including assessing the current state, defining objectives, developing a target vision, building the roadmap, and managing the portfolio of initiatives.
The document provides graphic layout guidelines for poster presentations, recommending using an invisible grid to align information while minimizing white space around edges. It suggests establishing a visual hierarchy with a large main focal point, medium secondary foci, and smaller tertiary information. Text should be organized logically and oriented consistently, with titles always below drawings in a horizontal base.
The document describes a virtual COO service that can help startup entrepreneurs, small companies, and successful organizations. It provides executive-level support to help companies unlock their growth potential. The virtual COO can assist with developing new business ideas, turning around existing businesses, and managing operations more efficiently to increase profits. Clients are offered flexible engagement models tailored to their specific needs.
School counselors prove valuable partners in understanding student needsLearning Forward
According to the newest MetLife Survey of the American Teacher, 64% of teachers are reporting seeing an increase in the number of students and families needing health and social support services, while 28% of teachers have seen reductions or eliminations of those same services. As a result, schools may be faced with redefining their school counselors’ roles by necessity, and in the process may find better ways to leverage the counselor’s contributions to teachers and to student achievement.
Traditionally, school counselors have been asked to address students’ emotional or academic planning needs. See how one Alabama school is redefining the role of school counselor to become more active contributors to schools’ improvement plans, student achievement, and teacher professional learning.
Learn more about professional learning at all
levels of education with Learning Forward,
an international membership association of
learning educators:
www.learningforward.org
Membership in Learning Forward gives you
access to a wide range of publications, tools,
and opportunities to advance professional
learning for student success.
How your sales systems can supercharge your business presentationrepspark
This document discusses the author's career experience with various brands from 1984-2011. It then outlines what great brands need to succeed, including strategic planning, operational standards, culture, innovative products, financial management, customer service, and systems like ERP, PLM, WMS, supply chain management, and EDI. The document focuses on how the sales force management system RepSpark was key to optimizing sales for the brand Sanuk by providing tools to support reps and managers, improving order handling efficiency, and enabling consultative selling.
The document provides information about creating and marketing a business website for an online QuickBooks tutorial called QuickBooks Now. It discusses setting up the tutorial as an online interactive course accessible anytime from anywhere. It also covers search engine optimization strategies used to attract students, including keyword research, building internal and external links, participating in forums, and tracking results with Google Analytics and Webmaster Tools.
This document contains the schedule for the HSBC Sevens World Series tournament in Hong Kong from March 23-25. It lists the teams competing in each pool and the schedule of matches to be played each day of the tournament, including quarterfinals, semifinals and finals of the Cup, Plate, Bowl and qualifier competitions.
The document discusses the different types of verb tenses in English including present, past, and future tenses. It outlines the four types of each tense - simple, progressive, perfect, and perfect progressive - and provides examples of how to conjugate verbs for each tense. Key tenses include present simple (S + V1), past simple (S + V2), and future simple (S + will/shall + V1).
World War II involved massive land battles across Europe between Allied and Axis forces from 1942 to 1945. Major Allied military leaders like Montgomery, Clark, Alexander, Patton, Bradley, and Devers led multiple army groups and task forces against Axis armies in theaters across Western, Central, and Eastern Europe. Overlapping operations across many army groups advanced the Allied front lines back towards Germany over three years of costly fighting until final victory in Europe in 1945.
This document discusses goal setting and provides guidance on defining goals. It emphasizes that goals should be specific, measurable, and have defined timelines. Goals can be either objective, with clear targets, or subjective. The document outlines a goal setting model that involves identifying needs, reaching goals, and setting plans to achieve them through preparation and benchmarks. It also discusses why some people do not set goals and provides tips like breaking long-term goals into short-term steps. The overall message is that defining and planning goals is important for achieving outcomes.
Social media advertising provides a cheaper way for companies to expand their business and reach a large audience, with platforms like YouTube receiving 1 billion daily views and Facebook having 400 million users. The document discusses how social media advertising can be very profitable for companies by allowing them to reach extensive audiences on major platforms like YouTube, Facebook, MySpace, and Twitter at a lower cost than traditional advertising methods.
Thomas International provides people assessment tools to help businesses improve performance. Their tools assess individuals' behaviors, strengths, motivations, abilities and potential. They help with recruitment, retention, development and management. Clients report benefits like improved hiring, engagement and productivity after using Thomas International's assessments.
De-Risk Data Center Projects With Cisco ServicesCisco Canada
This presentation will discuss Cisco Advanced Services, why to use Cisco Advanced Services and where Cisco Advanced Services can add value to your business.
The document discusses Oracle's approach to event driven architecture (EDA). It provides an overview of EDA and the business drivers for adopting an EDA approach. It then details Oracle's EDA reference architecture, including the conceptual view, logical view, product mapping, and deployment view. The reference architecture provides guidance on developing EDA solutions using Oracle products.
This document summarizes Oracle's approach to event driven architecture (EDA). It discusses EDA drivers and adoption approaches, including using an EDA maturity model and roadmap planning. It then presents Oracle's EDA reference architecture, including conceptual, logical, and deployment views. The reference architecture maps Oracle products to the EDA framework and is intended to help customers accelerate EDA adoption.
Selvakumar Maniyan has over 15 years of experience implementing and troubleshooting complex network systems including routing, switching, IP address management, and network security. He has worked on projects for companies such as Tata Consultancy Services, Agilent Technologies, and Society for Electronic Transactions and Security. His technical skills include Cisco, Juniper, Alcatel-Lucent, F5 Load Balancers, and Bluecat IPAM. He has experience designing, implementing, and managing data center networks, WANs, wireless networks, and network security configurations.
The document discusses Oracle's enterprise architecture tools and reference architecture. It outlines key enterprise architecture activities including architecture reviews and recommendations using TOGAF. It presents Oracle's enterprise reference architecture diagram depicting core systems, integration systems, and access channels supported by enterprise infrastructure and information management. The activities aim to create an enterprise IT platform through initiatives for master data management, flexibility, business insights, operational excellence, and agile/secure infrastructure.
PC Mall is a $1.5 billion technology reseller founded in 1987 with approximately 2,300 employees. It offers a range of professional services including data centers, networks, cloud services, managed services, and IT lifecycle services. It has a portfolio of strong value-added services including experience, scalability and knowledge, flexibility, and manufacturer authorizations. PC Mall aims to provide customized, technology-driven solutions to its customers.
Open Data Center Alliance
Intel Developer Forum 2011 lecture session with:
Anna Claiborne
ODCA WG Chair, ODCA & Product Manager Security Services, Terremark
Ravi Subramaniam
Lead Technical Facilitator, ODCA & Principal Engineer, Intel
Open Data Center Alliance (ODCA) Overview
Overview:
Why Should You Care? (How can you participate?)
1st Release Introduction
Usage Topics Discussion
Ecosystem Opportunities and Engagement
Agile Partners is a leading global IT strategy and services company founded in 1997 with over 2000 skilled professionals serving over 100 customers worldwide. Their vision is to be a trusted, vendor-neutral IT solutions partner globally, and their mission is to listen to customer needs, explore technology options, and deliver scalable solutions with continuous support. They offer end-to-end solutions including enterprise solutions, infrastructure services, web solutions, and licensing and consulting across industries such as manufacturing, government, and IT.
Richard Diver has over 15 years of experience as a senior technical architect specializing in technologies like Cloud Strategy, System Center, Virtualization, Active Directory, and Security. His most recent role was at Velrada Capital as a senior technical architect where he led technical projects and developed future service offerings. He has extensive experience designing and deploying global infrastructure architectures for organizations across industries like banking, government, and healthcare.
XDuce is an IT consulting firm headquartered in Edison, NJ with additional offices in New York City and Ahmedabad, India. They provide consulting, licensing, training, and staffing services for Oracle solutions across diverse industries. Their services include database, middleware, applications, server/storage systems implementations and upgrades, data warehousing, business intelligence, and staffing. They have a large client base including IEEE, Syntel, Morgan Stanley, and more.
1. TIS Professional Services provides consulting services to address enterprise IT architecture and infrastructure challenges through solutions that integrate hardware, software, and technology platforms.
2. They offer a range of project offerings including Microsoft, storage, security, ESM & tools, and consulting and systems integration.
3. Key differentiators include over 20 years of experience as the world's largest offshore infrastructure solutions provider, a skilled talent base of over 7,000 practitioners, and proven track record of delivering projects on time and on budget.
Zencos is a leading BI consulting firm that has experienced 350% growth since 2001. They specialize in implementing SAS solutions and technologies. Zencos provides strategic planning, data warehouse architecture, installation and configuration of SAS V9, report and application development, knowledge transfer, and ongoing administrative support. Their services help customers establish BI programs, deploy BI infrastructures, and generate results faster while minimizing risk.
Metapercept provides technical documentation services including [1] training on authoring and content management tools, [2] technical writing, documentation project management, and consulting, and [3] content conversion services. Their services help clients by improving profitability, information consistency, project management, and reducing design cycles and costs. They offer expertise in DITA XML authoring, content management system implementation, and information mapping.
How to Build TOGAF Architectures With System Architect (2).pptStevenShing
This document provides an agenda and overview for a TOGAF workshop on building enterprise architectures with System Architect. The agenda covers introducing TOGAF preliminary stages, business architecture, the business service layer, information systems architecture, application portfolio management, and analysis. It discusses modeling functions, processes, services, and applications. It also describes leveraging reference models, integrating with tools like Visio and Blueworks Live, and using the FEA Services Reference Model and TMForum models. The labs guide attending building out the different architecture components in System Architect.
The document discusses operational management of the SharePoint platform. It provides an overview of the SharePoint platform, including the core technologies and layers. It then discusses operational activities like planning, governance, roles and responsibilities for operating the platform. Specific topics covered include server farms, service applications, backup/recovery, and best practices for balancing requirements and capabilities.
Many organizations engage in initiatives to develop elaborate reference architectures, patterns and governance processes in an attempt to optimize their enterprise. They put significant effort into the upfront guidance of development teams, and then find themselves challenged to understand how closely an architecture matches the approved approach after the projects complete. Organizations must take a new approach to this problem!
Precision is a leading provider of end-to-end IT solutions with over two decades of experience. They offer technology consulting, datacenter solutions, and networking solutions leveraging strategic OEM relationships and deep domain expertise. Precision helps organizations design, implement, and manage complex IT infrastructure projects through certified specialists and proven methodologies.
Net@Work Client Presentation with Security Ray Glass
This document provides an overview of Net@Work, a technology integration company based in North America. Some key points:
- Net@Work was founded in 1996 and has over 200 employees serving over 4,500 clients.
- They offer a wide range of IT services including consulting, infrastructure support, security services, and managed IT services.
- For security assessments, Net@Work performs vulnerability scans, reviews security policies, analyzes third-party risks, and provides recommendations to improve security controls. They categorize risks as high, medium, or low.
- Net@Work recommends ongoing security assessments at least annually to ensure protections remain effective over time. Quarterly assessments are ideal.
The document discusses Space Matrix, a technology solutions company based in Singapore with 11 offices across Asia. It provides various IT services including infrastructure design, data center services, collaboration tools, security services, and more. It aims to deliver applications and services to clients while ensuring high performance, availability, and security. The company sees constant change in technologies and business needs, requiring agility and responsiveness to remain competitive.
TechInventio's vision is to be recognized among the top 100 companies in India providing innovative business & technology solution to global end-user markets.
Similar to Strategic Architecture Presentation Pdf (20)
2. Agenda
• What is a Strategic Architecture
• Why a Strategic Architecture
– Benefits
• How to Build a Strategic Architecture
• Payback
– Achieving Business Alignment
3. What is a Strategic Architecture?
A road map of the future that identifies core services and
their enabling technologies to support business
requirements
– Road Map
– Services
– Process
– Living
– Communication
4. What is a Strategic Architecture?
Architectural Influence
Business
Available Strategy
Strategic
Technology and
Regulations
Architecture
IT Strategy
5. What is a Strategic Architecture?
Collection of Service Enablers
Service
Technical Solutions
Processes
Procedures
Tools
Skills
6. Why a Strategic Architecture
Goals
Improve Alignment with the Business
Improve Communication with the Business
Improve Business Perception of IT
– IT speaks a different language
– IT cannot keep up with business needs
– IT’s value proposition is unclear
– IT cannot provide fast / flexible solutions
– IT is not as competitive as external providers
– IT services are perceived as free, inflating demand
– IT has difficulty in tracking costs
7. Why a Strategic Architecture
Benefits
• Delivers complete services instead of technologies
• Promotes developing a vision for each solution
• Enables IT to collaborate within IT and other departments
• Build on process-based philosophy for efficiency,
reliability, and ongoing improvement = Credibility
8. Why a Strategic Architecture
Benefits
Credibility
Value / Respect
Today
Service / Trust
Proactive /
Acceptance
Reactive /
Skeptical
Chaotic /
Uncertain
10. Adopt a Framework
IT Service
Develop a vision
for the overall Develop a
IT Service strategy for each
Technology
Solutions Technology
Solution
Enabling
Technologies
Products
11. Industry
Technology
IT Strategic Architecture
Standard Product
Strategies
List / Roadmaps
Enabling
Products
Solutions
IT Service
Technology
Technologies
Architect, Technology Manager
Adopt a Framework
IT Interaction PMO Interaction
Business Unit Interaction
12. Understand Business Services
• Do business units have a defined portfolio
• Interview Senior and Executive Management
– What business services do you provide?
– What do you need from IT?
– What are your problem areas?
– What is your perception of IT?
• Document and Verify Business Services
13. Customer Service Center
Service Portfolio Example
• Account Moves, Adds, Changes
• Account Inquiries
• Services Switchboard (Customer SPOC)
• Collection Resolution
• Construction Central
• Outage Work Orders
• Payment Processing
• Low Income Assistance
• Bill Exceptions Audit
14. Determine Scope of Services
Vision
Company
IT Organization
Enterprise Architecture
Database Services
Network Services
Systems Services
Support Services
15. Define Technology Solutions
• Identify everything you do
• Group like activities together
• Management Team Review and
Discussion of all possible solutions
• Services usually contain 4-6 solutions
Could we sell the solution
to someone else?
16. Technology Solutions
Database Services Server & Storage Services
• Database Installation & • Enterprise Server and Operating
Configuration Systems
• Database Administration • Enterprise Storage, Backup &
• Data Modeling Recovery
• Database Query Optimization • Systems Management
Network Services Support Services
• Enterprise Access • Knowledge Management
• External Data Transfer • Office Printing, Copying, eFax, and
Scanning
• Passive Collaboration
• Personal Processing Platform
• Real-Time Collaboration
• Personal Productivity Software
• Computing Environmentals
• Service Support
17. Technology Solutions
Security Services Application Portfolio
• Information Security • Systems Integration
• Information Management • Application Development
Logistics Services • Application Support
• Business Continuity • Business Process Design
Telecom Services
• Enterprise Telephony
• Contact Center
• Quality Management
• Workforce Management
18. Document Technical Solution
• Description
– Provide an executive overview of the technology solution.
– It should be no more than one or two paragraphs.
• Scope
– Describe the scope of the technology solution.
– Include the solution’s end-to-end description.
– Explain when it is engaged and the limit of its responsibility.
• Solution Applications Scenarios
– List different types of scenarios that would utilize this solution.
• Benefits for the Business
– List the benefits that the business would realize when using this
solution.
– What would it improve or what would it eliminate.
19. Document Technical Solution
• Current Architecture
– Include a picture of the current architecture of the service, as
well as a text description of its capabilities.
– Use a standard graphics library.
• Future Architecture
– Include a picture of the future architecture of the service, as well
as a text description of its capabilities.
– Use a standard graphics library.
– This picture does not take funding into consideration. It is the
best vision for the business and what they value.
21. Document Technical Solution
Future Architecture
Enterprise Storage, Backup, and Recovery Example
Ethernet
W
AN
Lin
Router k
WAN Link
Secondary Site
Archive Disk
Network Attached
Storage Device (NAS)
SAN Switches
WAN Link
Brocade
4900
0 4 1 5 2 6 3 7 8 12 9 13 10 14 11 15 16 20 17 21 18 22 19 23 24 28 25 29 26 30 27 31
32 33 34 35 40 41 42 43 48 49 50 51 56 57 58 59
W
AN
36 37 38 39 44 45 46 47 52 53 54 55 60 61 62 63
Brocade
4900
0 4 1 5 2 6 3 7 8 12 9 13 10 14 11 15 16 20 17 21 18 22 19 23 24 28 25 29 26 30 27 31
Li
32 36 33 37 34 38 35 39 40 44 41 45 42 46 43 47 48 52 49 53 50 54 51 55 56 60 57 61 58 62 59 63
nk
Server Host
Direct attached (Internal) Storage Secondary Site
SAN Disk
Off-Site for backups
And Archive replication
Primary Site Storage Diagram
22. Document Technical Solution
• Issues / Technical Roadblocks
– List the issues that must be resolved to avoid affecting
achievement of the service’s future goal state.
– Include process, capabilities, activities, tools, and infrastructure.
• Tactical Realization Strategies
– List the tactics or guiding principles that will develop the service
from its current to its future state. Describes how the future state
is going to be achieved. (Future projects)
• Implications
– List any implications of the realization strategies and how they
affect the overall environment.
• Cost Drivers
– List the specific drivers that will affect the cost of the solution or
service level.
23. Document Technical Solution
• Standard Service Level
– List the basic service level for the solution. This service level will
be included in the allocations to the business areas.
– Solutions will have standard service levels that have the
capability of 100% deployment to the business.
• Exception Service Level
– Define the additional cost service levels that will be available for
this solution. Provides higher level of service.
• Enabling Technologies
– List the enabling technologies that support this technology
solution.
– Each of these technologies will have a roadmap.
– An enabling technology can support multiple technology
solutions.
24. Document Enabling Technologies
• What technologies are required to make
this solution work?
• Group like technologies together
• Identify unique enabling technologies
• Identify interdependent technology
solutions
25. Solution Example
Technology
Solution Enterprise Access
• Access Control System • LAN / WAN Hardware
• Hierarchical Network • Personal Firewall
Enabling Architecture Management
Technologies • Cables • Remote Access Connectivity
• Data Transport System • Routing Protocols
• Firewall Services • Wireless Network Protocol
• Active Directory
• Xxxxx • Xxxxx • Xxxxx
• Xxxxx • Xxxxx • Xxxxx
Products
• Xxxxx • Xxxxx • Xxxxx
30. Payback
Achieving Business Alignment
• Begin Speaking the same language
• More responsive to business needs
• Provides a clear picture of future architecture
• Solutions comparable to vendor offerings
• Solution expectations are defined
• Standardize technologies improves ROI
31. Payback
Achieving Business Alignment
• Broaden Senior Management understanding of solutions
• Educate Business Analysts to use Solutions
• Supports Enterprise Portfolio Selection
• Report disruptions by Business Service not by equipment
name (Payment Processing vs. sb21cp1)
• Prepares IT to address industry hype
• Enhance project feasibility via Architecture Council
• Develop a Service Catalog
32. Payback
Examples
• $6 million reduction in capital
• Primary application I/O constraints
• Annual Budget Process
• 5 year Planning
• Business Continuity Planning
• Audit Response
33. IT Maturity Model
IT enables business
value
Business Partnership Managed as a
business - SLAs
Service Aligned
Gain Standardization
Efficiencies
Proactive
Customer Centric &
Committed Managed Environment
Awareness
Business realizes
criticality of IT
Survival
Lack of focus on IT
Operations
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