Designing Infrastructure Management for the New Era of IT
|
|
- Martin Fitzgerald
- 6 years ago
- Views:
Transcription
1 Designing Infrastructure Management for the New Era of IT May 2014 To meet the changing needs of IT at Microsoft, the infrastructure management function underwent a service model redesign that shifted the focus from technology-focused teams to teams that are aligned to IT services and disciplines. Executive Overview Microsoft IT runs the global technologies that support IT services at Microsoft, including identity, SharePoint services, , and Lync. As we move into a new era of IT, more of these technologies are provided as services, causing a shift in responsibilities and requirements. To succeed in this new era, Microsoft IT redesigned its service model. Implementation of the model has optimized resource allocation, increased operational efficiency, and improved service availability. Situation Historically, the management of the Microsoft Information Technology (Microsoft IT) infrastructure was divided across core technology areas, including identity, Microsoft SharePoint services, , and Microsoft Lync communications software. Each technology area evolved separately as new technology was introduced to the environment, building upon the capabilities it needed to design, deliver and assure performance. This resulted in each area operating at differing levels of business maturity, having different priorities, and not offering many growth opportunities for employees, aside from increasing their technology expertise. There was an imbalance of workloads within Microsoft IT that forced a focus on operational metrics rather than user experience. With the rise in mobile working styles and increased reliance on these services, user experience became critical to the success of the group. Because the entire IT organization was already in a process of transformation to meet the needs of the modern enterprise, the time was right to make a major change.
2 2 Designing Infrastructure Management for the New Era of IT Solution Microsoft IT decided to address its organizational challenges by creating a new service model for its infrastructure management function. It developed the following goals to serve as guiding principles in the design: Optimize and organize around people and career development. Reduce organizational barriers to facilitate cross-team collaboration. Define and manage to a single set of priorities that are shared by the entire organization at the same time. Designing the New Service Model Microsoft IT recategorized its service lines as follows to focus on clear actions: Enabling. Personalized services that enable users to sign in to, join, or access specific Microsoft resources. Connecting. Services that enable applications, devices, systems, and users to connect to Microsoft networks and necessary resources no matter where users are. Communicating. Services that enable users to communicate internally and externally through instant messaging and presence capabilities on a variety of form factors from any location. Sharing. Services that use Microsoft social media platforms and applications to engage users in a community forum for sharing information (including business-critical information) and collaborating from any device. Creating. New services that will be created as a result of successful enabling, connecting, communicating, and sharing. Implementing the New Service Model The new service model enables process improvement throughout the organization, independent of service or technology design. This greatly simplifies roles and responsibilities and provides the mechanisms that are used to run the business and measure success. Microsoft IT devised the following teams to support the service lines: Service design Service availability Service quality and planning Service area architecture These teams are responsible for specific parts of the operational model and are aligned by function. Each team contains the roles that are necessary to accomplish each phase of the life cycle of infrastructure management. Segmenting teams based on roles rather than technologies strengthens proficiency in each role. The following figure depicts the life cycle of infrastructure management in Microsoft IT. The processes are adaptations of the industry-standard Information Technology Infrastructure Library (ITIL) fundamentals, tailored for the specific roles that each team fulfils.
3 3 Designing Infrastructure Management for the New Era of IT Figure 1. Infrastructure management life cycle Service Design Team The primary function of the service design team is engineering new technologies. The team is responsible for information security management, risk management, and architecture management. The roles within the team are service engineers and architects who collectively improve the technical designs of the services. Table 1. Business processes and core functions of the service design team. Governance Proof of concept, pilots Design and review Engineering excellence Technology life cycle Service line architecture Design, test, and labs Service standards Service Availability Team The primary function of the service availability team is to support and run the technologies and IT services while also designing for availability and capacity. This team is the operational center of the Microsoft IT organization, monitoring and identifying technology issues, and implementing technology changes in the environment. Primary roles within the team include service engineers. Table 2. Business processes and core functions of the service availability team. Governance Service release and readiness Technical deployment Issue and problem management Service operations Maximization of availability Service insight and health Predictive management Release and readiness Communication with operations Problem management
4 4 Designing Infrastructure Management for the New Era of IT Service Quality and Planning Team The service quality and planning team is responsible for planning service improvements and managing the service portfolio. This team is the service owner for each technology area, defining the roadmaps and service improvement plans that focus on the user experience. Roles within the team include service managers and program managers. Table 3. Business processes and and core functions of the service quality and planning team. Governance Project management Service management and improvement Planning End-to-end service excellence Strategic and tactical planning Project management office/governance Communications Community champion Service Area Architecture Team Service area architects are responsible for identifying how the technical solutions work together to provide core services. Table 4. Business processes and and core functions of the service area architecture team. Research Roadmaps Architecture of the service areas Architecture outreach Leadership and documentation of vision Challenges Introducing the new methodology into existing operations and processes took several months to implement. All work that was in progress during the design and implementation phases was completed as originally planned, with resources allocated based on the old service model. New projects or change requests were vetted and approved through the new model, with resources allocated based on the new service model. This transition added some operational complexity until existing projects were finished. With such a broad redesign of an organization, there were some additional challenges. In the old service model, a technology change could be implemented entirely within a team, without the involvement of outside resources. With the new model, teams depend on each other to perform some of the critical steps that are required in introducing a new technology or configuration. There was some resistance to change based on the initial perception that teams were losing ownership of their traditional roles. The expansion of some roles, the contraction of others, and the reliance on other teams for delivery were new concepts. Encouraging a we re all in commitment from all of the service teams was key in establishing a high level of trust and overcoming some of the initial resistance.
5 5 Designing Infrastructure Management for the New Era of IT Benefits The new organizational structure has demonstrated many benefits in the 12 months since Microsoft IT implemented it. Although there are still some minor changes to be released, the program met its goals. In some cases, results exceeded the defined expectations. The areas that saw the greatest level of improvement were career development, operational efficiency, and service availability. Career Development Career development was the primary focus of the design, and consequently, the most improved aspect of the new organization. Benefits across teams include the following: Increased opportunity to own processes Increased opportunity to learn new technologies Additional room for growth into more senior and influential roles A more distributed workload to help ensure that certain roles are not constantly overloaded Combining disciplines into groups has introduced positive changes for specific roles: Engineers are exposed to new technologies and are provided with senior-level oversight and mentoring. Program managers can focus more on leading larger and more successful programs and less on resource allocation and relationship management. Service managers can focus more on the end-user experience and less on operational oversight. Architects are exposed to a broader scope of technologies and interdependencies. Operational Efficiency The new team structure has collectively improved the maturity of the service model. Clear delineation of responsibilities has helped each team improve on its core capabilities and function. Benefits in operational efficiency include the following: Aligned priorities have contributed toward more collective success across the organization. Resource management improvements have increased overall visibility into workloads for each discipline. Defined processes, consistent documentation, and a systematic release process have increased service quality. Improved accountability through process checkpoints and handoffs between the teams has fostered role ownership. Maturation of the operating model has helped to ensure that all services are governed by the same expectations. Service Availability Service availability has remained at high levels since the reorganization of the teams. Combining disciplines has helped ensure that resources are always available for outages and disruptions, regardless of the service that is affected. Operational team members are more evenly distributed, reducing the response time for issues.
6 6 Designing Infrastructure Management for the New Era of IT For More Information For more information about Microsoft products or services, call the Microsoft Sales Information Center at (800) In Canada, call the Microsoft Canada Order Centre at (800) Outside the 50 United States and Canada, please contact your local Microsoft subsidiary. To access information via the World Wide Web, go to: Microsoft Corporation. All rights reserved. Microsoft, Lync, and SharePoint are either registered trademarks or trademarks of Microsoft Corporation in the United States and/or other countries. The names of actual companies and products mentioned herein may be the trademarks of their respective owners. This document is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.
Microsoft Operations Framework
Microsoft Operations Framework Using MOF for ISO/IEC 20000: A MOF Companion Guide Published: May 2009 For the latest information, please see microsoft.com/mof Copyright 2009 Microsoft Corporation. This
More informationCompetency Modeling. APTMetrics
Competency Modeling APTMetrics Competency Models Impact on Talent Management Assessment & Selection Workforce Planning Competency Models Succession Planning Learning & Development Performance Management
More informationIasa Engagements enhance Corporate Membership
Iasa Engagements enhance Corporate Membership A webinar presented by Iasa Global, 19th August 2015 For more information see http://iasaglobal.org/corporate-member-engagements/ Formally known as the International
More informationORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL
ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL Time is running out for the traditional, monopolistic IT model now that users have so many alternatives readily available. Today s enterprises
More informationCGEIT Certification Job Practice
CGEIT Certification Job Practice Job Practice A job practice serves as the basis for the exam and the experience requirements to earn the CGEIT certification. This job practice consists of task and knowledge
More informationThe Robots Are Rising
The Robots Are Rising Implementing Intelligent Automation in the Organization Building Business Capabilities, Orlando, Florida 9. November, 2017 KPMG Digital Intelligent Automation as part of Digital Operations
More informationAVEPOINT CLIENT SERVICES
Services Catalog AVEPOINT CLIENT SERVICES AvePoint s Client Services teams provide world-class business and technical experts required to fully maximize your enterprise-wide collaboration technology investments.
More informationIBM Service Management Buyer s guide: purchasing criteria. Choose a service management solution that integrates business and IT innovation.
IBM Service Management Buyer s guide: purchasing criteria Choose a service management solution that integrates business and IT innovation. Close the integration gap between business and IT innovation According
More informationIT Governance Overview
IT Governance Overview Contents Executive Summary... 3 What is IT Governance?... 4 Strategic Vision and IT Guiding Principles... 4 Campus-Wide IT Strategic Vision... 4 IT Guiding Principles... 4 The Scope
More informationFUJITSU Transformational Application Managed Services
FUJITSU Application Managed Services Going digital What does it mean for Applications Management? Most public and private sector enterprises recognize that going digital will drive business agility and
More informationProject Management Success, on SharePoint
Project Management Success, on SharePoint Project management is a vital business process, but many organizations find it a challenge to execute successfully. Frequently projects are managed using email
More information4/26. Analytics Strategy
1/26 Qlik Advisory As a part of Qlik Consulting, Qlik Advisory works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics
More informationSTRATEGIC PLANNING: IMPLEMENTATION ROADMAP
STRATEGIC PLANNING: IMPLEMENTATION ROADMAP MOVING FROM THE STRATEGIC PLAN TO AN OPERATIONAL PLAN Strategic plans provide broad guidance and direction for a higher education institution s immediate future.
More informationAn Overview of the AWS Cloud Adoption Framework
An Overview of the AWS Cloud Adoption Framework Version 2 February 2017 2017, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational purposes
More informationCapgemini s Core Banking System Replacement Services
Banking the way we do it Capgemini s Core Banking System Replacement Services The Right Time to Strengthen the Core For many reasons, core banking systems are becoming an increasingly important focus area
More informationBuilding a Change Capable Organization: Breaking Ground (PART 2 OF 2) LAMARSH.COM
Building a Change Capable Organization: Breaking Ground (PART 2 OF 2) LAMARSH.COM 332 S MICHIGAN AVE, 9TH FLOOR CHICAGO, ILLINOIS 60604 USA P. 312.464.1349 F. 413.751.3704 A BLUEPRINT FOR BUILDING A CHANGE
More informationTransformation Services. Maximize the value of your investments
Transformation Services Maximize the value of your investments The true realization of business value Making significant investments in software systems to improve your organization s business operations
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability
More informationSavings Show Success of IT Service Management Initiative
P. Adams Research Note 27 September 2004 Savings Show Success of IT Service Management Initiative The combination of IT service management guidelines from the IT Infrastructure Library and Six Sigma processes
More informationConceptual Framework and Process for Strategic Planning
Conceptual Framework and Process for Strategic Planning Defining Essentials and Aspirations, Evaluating Resources and Tradeoffs, Decisioning, and Developing an Actionable Approach for Achievement Version
More informationIBM Service Management solutions To support your IT objectives. Create and manage value throughout the entire service management life cycle.
IBM Service Management solutions To support your IT objectives Create and manage value throughout the entire service management life cycle. Business services are the lifeblood of an organization, the means
More informationJOB POSTING. Information Technology
JOB POSTING Information Technology POSITION TITLE: REPORTS TO: LOCATION: LANGUAGE: Application Solutions Architect Manager, Digital & Integration Services Toronto English OVERALL ACCOUNTABILITY: This position
More informationIBM Systems Lab Services Systems Consulting. Proven expertise to help leaders design, build, and deliver IT infrastructure for the cognitive era
IBM Systems Lab Services Systems Consulting Proven expertise to help leaders design, build, and deliver IT infrastructure for the cognitive era 1 Proven expertise for the cognitive era Lab Services can
More informationLIFECYCLE APPROACH TO SERVICE MANAGEMENT ROLES WHITE PAPER
WHITE PAPER PRESENTED BY: JAYNE GROLL, ITSM ACADEMY PUBLISHED: OCTOBER 12, 2010 VERSION: 1 ITIL is a registered trademark of the Office of Government Commerce. Page 1 of 9 While designing a process may
More informationIBM Software Services for Lotus To support your business objectives. Maximize your portal solution through a rapid, low-risk deployment.
IBM Software Services for Lotus To support your business objectives Maximize your portal solution through a rapid, low-risk deployment. For businesses around the world, Web portals help increase productivity.
More informationSIMPLIFY ENTERPRISE HYBRID CLOUD COST MANAGEMENT WITH HPE ONESPHERE CONSOLIDATED VISIBILITY & CONTROL OF COSTS ACROSS CLOUD ENVIRONMENTS
SIMPLIFY ENTERPRISE HYBRID CLOUD COST MANAGEMENT WITH HPE ONESPHERE CONSOLIDATED VISIBILITY & CONTROL OF COSTS ACROSS CLOUD ENVIRONMENTS ENTERPRISE HYBRID CLOUD MANAGEMENT CHALLENGES As enterprise cloud
More informationCaribbean Association of Audit Committee Members Inc. Independent Quality Assurance Assessment of the Internal Audit function
www.pwc.com/bb Caribbean Association of Audit Committee Members Inc. Independent Quality Assurance Assessment of the Internal Audit function Strengthening the Performance and Influence of the Audit Committee
More informationEAST SUSSEX FIRE AUTHORITY Job Description
EAST SUSSEX FIRE AUTHORITY Job Description Work Designation: Resources / Treasurer Location: Shared HQ Job Title ITG Manager Rank or Grade: Job Family 7 (subject to Job Evaluation) Responsible To: Assistant
More informationCORROSION MANAGEMENT MATURITY MODEL
CORROSION MANAGEMENT MATURITY MODEL CMMM Model Definition AUTHOR Jeff Varney Executive Director APQC Page 1 of 35 TABLE OF CONTENTS OVERVIEW... 5 I. INTRODUCTION... 6 1.1 The Need... 6 1.2 The Corrosion
More informationPORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY
PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY January 2013 Overview Portland Public School District (the District or PPS) contracted with AKT to create a new vision and values for their
More informationPARTNER SOLUTION BRIEF
PARTNER SOLUTION BRIEF Service Assurance Solutions from CA Technologies are you helping your customers evolve their IT management solutions to ensure quality of service and quality of experience in physical,
More informationAnalytics: The Widening Divide
Neil Beckley, FSS Leader, IBM Growth Markets Analytics: The Widening Divide How companies are achieving competitive advantage through analytics What you will take away from this session 1 Understand Why
More informationRealize and Sustain the Value of Your Micro Focus Implementation
White Paper Professional Services Realize and Sustain the Value of Your Micro Focus Implementation Micro Focus Professional Services provides Solution Management Services to help you fully utilize, manage,
More informationCHIEF TRANSFORMATION OFFICER
Being part of a dynamic, growing organization offers an exciting career path full of opportunity. TransForm Shared Service Organization, a nonprofit, unique, innovative, results-driven organization that
More informationOperational Transaction Services
Operational Transaction Services Working with you to make your acquisition a success Operational Transaction Services Working with you to make your acquisition a success 1 Operational Transaction Services
More informationWhat is ITIL 4. Contents
What is ITIL 4 Contents What is ITIL and why did ITIL need to evolve?... 1 Key Concepts of Service Management... 1 The Nature of Value... 2 How Value Creation Is Enabled Through Services... 2 Key Concepts
More informationMcKINNEY. Chamber of Commerce. Three Year Strategic Plan McKinney Chamber of Commerce Strategic Plan 3
McKINNEY Chamber of Commerce Three Year Strategic Plan 2016-2018 McKinney Chamber of Commerce 2016-2019 Strategic Plan 3 INTRODUCTION We ve all heard the saying, the only thing constant is change. This
More informationFinance Division Strategic Plan
Finance Division Strategic Plan 2018 2022 Introduction Finance Division The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
More informationJOB AND TASK DESCRIPTION
JOB AND TASK DESCRIPTION Job Title: Enterprise Architect Fixed Term 12 Months Division: Corporate Services Division Grade: G Reports To: Head of Information Management Services General information The
More informationAn Oracle Strategy Brief November Better Business Intelligence for Insurers: Three Ways to Think Differently
An Oracle Strategy Brief November 2011 Better Business Intelligence for Insurers: Three Ways to Think Differently Executive Overview... 1 Introduction: The Benefits of BI... 2 Why Business Intelligence
More informationProcess Governance: Establishing a Comprehensive Process Governance Framework.
Thought Rock Live Webcast Process Governance: Establishing a Comprehensive Process Governance Framework. The presentation will explain what organizational structures that need to be put in place, the roles
More informationSharePoint Governance at BMO. How we took action to curb the sprawl of sites
SharePoint Governance at BMO How we took action to curb the sprawl of sites Who is Jed? Director, Business Technology Strategy & KM for Legal Corporate Compliance Group Ex-Consultant Long time member of
More informationIBM Software Rational. Five tips for improving the ROI of your software investments
IBM Software Rational Five tips for improving the ROI of your software investments 2 Five tips for improving the ROI of your software investments It s estimated that companies may waste billions of dollars
More informationBeyond Projects: Creating A Winning Product Portfolio
4 May 2011 Beyond Projects: Creating A Winning Product Portfolio PREPARED FOR SVPMA Management Consultants Where Innovation Operates Agenda Introductions Portfolio Management Overview Key Elements of Effective
More informationAn Oracle White Paper May A Strategy for Governing IT Projects, Programs and Portfolios Throughout the Enterprise
An Oracle White Paper May 2010 A Strategy for Governing IT Projects, Programs and Portfolios Throughout the Enterprise EXECUTIVE OVERVIEW CIOs are constantly being asked to service the gap between where
More informationCERT Resilience Management Model, Version 1.2
CERT Resilience Management Model, Organizational Process Focus (OPF) Richard A. Caralli Julia H. Allen David W. White Lisa R. Young Nader Mehravari Pamela D. Curtis February 2016 CERT Program Unlimited
More informationPassit4Sure.OG Questions. TOGAF 9 Combined Part 1 and Part 2
Passit4Sure.OG0-093.221Questions Number: OG0-093 Passing Score: 800 Time Limit: 120 min File Version: 7.1 TOGAF 9 Combined Part 1 and Part 2 One of the great thing about pass4sure is that is saves our
More informationProject4EU. a unified Work Programme Management solution for European Union Agencies. White Paper April P a g e
Project4EU a unified Work Programme Management solution for European Union Agencies White Paper April 2017 1 P a g e Executive Summary The European institutions and agencies have unique needs and requirements
More informationProcess design best practices
BUSINESS WHITE PAPER Process design best practices TABLE OF CONTENTS 1 What is a process? 2 The process as transformation 2 The five Ws of process design 3 Standards are key 4 The how creating a model
More informationDublin Institute of Technology. IS Governance Proposal
Dublin Institute of Technology IS Governance Proposal March 2009 David Scott TABLE OF CONTENTS 1 INTRODUCTION... 3 1.1 ICT GOVERNANCE DEFINED... 3 1.2 BENEFITS OF BEST PRACTICE IS GOVERNANCE... 3 2 BEST
More informationIT MANAGER ARCHITECTURE AND SOFTWARE DEVELOPMENT
Pierce County Classification Description IT MANAGER ARCHITECTURE AND SOFTWARE DEVELOPMENT Department: Information Technology Job Class #: 635600 Pay Range: Executive 11 (salaried) FLSA: Exempt Represented:
More informationTag Management in the Era of Smart Data
B U S I N E S S C A S E Y E L L O W PA G E S Tag Management in the Era of Smart Data T H E Y E L L O W PA G E S C A S E S T U D Y Yellow Pages is a Canadian digital media and marketing solutions company.
More informationWhat is a process? So a good process must:
PROCESS DESIGN BEST PRACTICES TABLE OF CONTENTS 1 What is a process? 2 The five Ws of process design 3 Standards are key 4 The how creating a model 5 How do you know when you have finished? 6 About ARIS
More informationUniversity Finance and Administration Project Management Office. Change Management Office Overview
University Finance and Administration Project Management Office Change Management Office Overview Why Change Management? Adopting a plan to manage change at all levels of an organization empowers people
More informationThe Implementation Challenge and How to Meet It
The Implementation Challenge and How to Meet It Implementing Risk Management in Public Sector Organizations Presentation to the Public Sector Executives Network Ottawa September 2003 Content and Purpose
More informationLumeris Retains Control of Investments and Optimizes Resources with Project & Portfolio Management SaaS
CUSTOMER SUCCESS STORY Lumeris Retains Control of Investments and Optimizes Resources with Project & Portfolio Management SaaS CLIENT PROFILE Industry: High-tech Company: Lumeris BUSINESS Lumeris is an
More informationAchieve Your Business and IT Goals with Help from CA Services
Achieve Your Business and IT Goals with Help from CA Services How Does CA Services Approach an Engagement? Whether its planning, implementing or running our industry leading software, CA Services can help
More informationA GUIDE TO FRICTIONLESS DELIVERY
A GUIDE TO FRICTIONLESS DELIVERY Aligning DevOps, ITSM and other tooling is the key to achieving frictionless delivery. This paper explains how to connect portfolio management, change and operate activities
More informationIRM s Professional Standards in Risk Management PART 1 Consultation: Functional Standards
IRM s Professional Standards in Risk PART 1 Consultation: Functional Standards Setting standards Building capability Championing learning and development Raising the risk profession s profile Supporting
More informationA Product Innovation Platform and Its Impact on Successful PLM Deployments
A Product Innovation Platform and Its Impact on Successful PLM Deployments CIMdata Commentary Key takeaways: Product innovation platforms are the foundation upon which functional capabilities, data, and
More informationJOB DESCRIPTION. Manager Service Management Technical Systems & Proposed band. Job family
Job title Job family Manager Service Management Technical Systems & Proposed Delivery band E Job purpose The Manager, Service Management is responsible for leading a functional team in one of the specialist
More informationService oriented architecture solutions White paper. IBM SOA Foundation: providing what you need to get started with SOA.
Service oriented architecture solutions White paper IBM SOA Foundation: providing what you need to get started with SOA. September 2005 Page 2 Contents 2 Executive summary 2 SOA: the key to maximizing
More informationTop 10 Reasons Why SMBs Should Choose Office 365 over Google Apps for Business
Top 10 Reasons Why SMBs Should Choose Office 365 over for Business Independent professionals and small and midsize businesses have to do more with less. It is about staying close to your customers, focusing
More informationThe Merger and Acquisition Quandary
White Paper The Merger and Acquisition Quandary 3 Stages to Ensure M&A Success Table of Contents Stage 1: Alignment... 3 1. Recognizing Obstacles... 3 Perspective... 4 Cadence... 4 Staff Stability... 4
More informationIn Pursuit of Agility -
In Pursuit of Agility - BPM and SOA within the Boeing Company Ahmad R. Yaghoobi Associate Technical Fellow Enterprise Architect ahmad.r.yaghoobi@boeing.com Randy Worsech Business Architect Randall.a.worsech@boeing.com
More informationBetter Together with Microsoft Dynamics CRM
with Microsoft Dynamics CRM Enhance the power and effectiveness of Microsoft Dynamics CRM business software with Microsoft products and technologies that work even better, together. Microsoft makes significant
More informationJOB DESCRIPTION. Service Line Manager for [one of Education/Research/Business/Infrastructure] Job Family/Level: Professional Services, level 6
JOB DESCRIPTION Job Title: Department/Division/Faculty: Campus location: Service Line Manager for [one of Education/Research/Business/Infrastructure] ICT (Information and Communication Technologies), South
More informationLeading the way in technology support
Leading the way in technology support How Frontrunners are pulling ahead In a world that demands continuous availability, IT environments need to be supported like well-honed racing teams support their
More information/// CLOUD MIGRATION AS A STRATEGY FOR THE ENTERPRISE
WHITE PAPER /// CLOUD MIGRATION AS A STRATEGY FOR THE ENTERPRISE Enterprise computing is undergoing a seismic change right now, bringing with it new opportunities. Companies are realizing cost savings
More informationRational Software White Paper TP 174
Reaching CMM Levels 2 and 3 with the Rational Unified Process Rational Software White Paper TP 174 Table of Contents Abstract... 1 Introduction... 1 Level 2, Repeatable... 2 Requirements Management...
More informationSPOK PROFESSIONAL SERVICES. Smarter Clinical Communications. Better Outcomes.
SM SPOK PROFESSIONAL SERVICES Smarter Clinical Communications. Better Outcomes. SPOK VALUE ALIGNMENT, IMPLEMENTATION, AND SOLUTIONS CENTER WE HELP YOU WORK SMARTER AND REACH YOUR GOALS SOONER Business
More informationIntegrated Resource Planning
Integrated Resource Planning In Support of Portfolio Excellence White Paper Table of contents Executive Summary... 3 Integrating Resource Planning into the NPD Process... 3 Collect Resource Requirements
More informationFMEP: Facilities Management Evaluation Program
The Self-Evaluation Criteria FMEP: Facilities Management Evaluation Program 1.0 Leadership Senior leaders in an effective facilities organization set direction and establish customer focus, clear and visible
More informationYour Cloud Action Plan: Five Steps to Readiness
Your Cloud Action Plan: Five Steps to Readiness 01 HARNESS THE CLOUD TO ENABLE END TO END BUSINESS PROCESSES: A strategic plan that maps your end to end business processes to the future can make sure your
More informationEnterprise Marketing. Copyright 2009, SAS Institute Inc. All rights reserved. Norman Webb Practice Manager, EMEA Customer Intelligence Practice
What we see in the world of Enterprise Marketing Norman Webb Practice Manager, EMEA Customer Intelligence Practice Global Stock Market Indices Consumer Confidence (EU ESI) At the same time, other changes
More informationebook: Challenges in PLM for Enterprise Organizations Gatepoint Research
ebook: Gatepoint Research 2 PLM Benchmark Report Gatepoint Research Table of Contents Executive Summary Finding #1 The Disconnect Between PLM s Vision and Implementation Finding #2 Lack of PLM-readiness
More informationAmerican Electric Power
1 Riverside Plaza Columbus, OH 43215 Phone: (614) 716-1000 Fax: (614) 716-4800 www.aep.com Locations Columbus, OH Leadership Program Contact Michael Evarts Manager Development Solutions 1 Riverside Plaza
More informationDATA SHEET RSA IDENTITY GOVERNANCE & LIFECYCLE SERVICES ACCELERATE TIME-TO-VALUE WITH PROFESSIONAL SERVICES FROM RSA IDENTITY ASSURANCE PRACTICE
DATA SHEET RSA IDENTITY GOVERNANCE & LIFECYCLE SERVICES ACCELERATE TIME-TO-VALUE WITH PROFESSIONAL SERVICES FROM RSA IDENTITY ASSURANCE PRACTICE EXECUTIVE SUMMARY Managing identities and related risks
More informationActionable enterprise architecture management
Enterprise architecture White paper June 2009 Actionable enterprise architecture management Jim Amsden, solution architect, Rational software, IBM Software Group Andrew Jensen, senior product marketing
More informationModernizing compliance: Moving from value protection to value creation
Modernizing compliance: Moving from value protection to value creation John Conrad, Principal Deloitte Risk and Financial Advisory Deloitte & Touche LLP Clarissa Crain, Senior Manager Deloitte Risk and
More informationWORLDSKILLS VISION 2025 STRATEGIC PLAN
WORLDSKILLS VISION 2025 STRATEGIC PLAN IMPROVING OUR WORLD WITH THE POWER OF SKILLS INTRODUCTION Since its inception in 1950, WorldSkills has built an impressive presence on the world stage of vocational
More informationCapturing synergies to deliver deal value
November 2012 Capturing synergies to deliver deal value A publication from PwC's Deals M&A Integration practice At a glance Value realized from an acquisition depends on how well the newly combined company
More informationFUJITSU Transformational Application Managed Services
FUJITSU ational Application d Services Going digital What does it mean for Applications ment? Most public and private sector enterprises recognize that going digital will drive business agility and improve
More informationBoost Your Digital Journey with SAP MaxAttention
SAP Service and Support Boost Your Digital Journey with SAP MaxAttention Today s economy is a digital economy where nearly everything and everyone is connected. For businesses like yours, the opportunities
More informationAppendix L International Finance Corporation 2013 Change Initiative
Appendix L International Finance Corporation 2013 Change Initiative 1. The International Finance Corporation s (IFC s) most recent restructuring IFC2013 was reviewed to identify lessons IFC has learned
More informationReporting Framework for Family Offices
Reporting Framework for Family Offices Family offices have a complex and sophisticated structure to fulfill the needs of their Ultra high net worth clients and stakeholders, the head of the family, family
More informationTalentGuard Overview. The Predictive People Development Company
TalentGuard Overview The Predictive People Development Company Company Overview TalentGuard Overview The Predictive People Development Company. About Us Provider of Award-Winning Competency- Based Talent
More informationNovember CFPB Diversity and Inclusion Strategic Plan
November 2016 CFPB Diversity and Inclusion Strategic Plan 2016-2020 Message from Richard Cordray Director of the CFPB At the Consumer Financial Protection Bureau (CFPB), we are dedicated to making sure
More informationAvoiding Knowledge Management Pitfalls. Ten Common Mistakes and How to Avoid Them
Avoiding Knowledge Management Pitfalls Ten Common Mistakes and How to Avoid Them Table of Contents Introduction... 1 1. Failure to Set and Track Specific Goals... 1 2. Doing Too Much at Once... 2 3. Starting
More informationAccelerate enterprise cloud adoption with Virtusa
CLOUD SERVICES Accelerate enterprise cloud adoption with Virtusa Cloud based integrated systems and processes have become central to an organization s business strategy and key to digital transformation
More informationWhite Paper Modern HR Case Management
White Paper Modern HR Case Management How IT Can Step Up to Better Support HR Service Delivery White Paper Modern HR Case Management IT can help transform HR service provisioning and management capabilities
More informationSix Points for Maximizing TMS Success
Delivering Value Through A With today s transportation management systems deployed much faster and with a greater impact than ever, the focus now turns to getting the full value from the solution over
More informationOracle Buys Instantis
Oracle Buys Instantis Adds Cloud-based and On-premise Project Portfolio Management Offerings for IT, Product Development and Process Improvement Initiatives December 11, 2012 1 Copyright 2012, Oracle and/or
More informationWHITE PAPER. The Business Architecture Practice. February Whynde Kuehn, S2E Consulting Inc., USA
WHITE PAPER February 2017 The Business Architecture Practice A practical approach to establish and mature your internal practice Whynde Kuehn, S2E Consulting Inc., USA Audience This white paper is designed
More informationLead Architect, Enterprise Technology Architect
Lead Architect, Enterprise Technology Architect Location: [North America] [United States] Town/City: Federal Way Category: Information Technology Job Type: Open-ended, Full-time *Preferred locations: USA
More informationObjectives CASE STUDY
Enterprise Architects conducts review of the existing Enterprise Architecture capability and develops proposals for a refresh of Enterprise Architecture, Governance arrangement and links to ITSM May 2013
More informationWhat We Know Now: Lessons Learned Implementing Federal Financial Systems Projects
Forum: Driving Performance Strategies for More Effective Government What We Know Now: Lessons Learned Implementing Federal Financial Systems Projects By Debra Cammer Hines and Angela Carrington This contribution
More informationState of Minnesota IT Governance Framework
State of Minnesota IT Governance Framework April 2013 rev. February 2014 Table of Contents Table of Contents... 2 Introduction... 4 IT Governance Overview... 4 Process for Developing the New Framework...
More informationConsumerizing Service Delivery: Breaking Down Organizational Silos to Deliver Services to a Global, Mobile Workforce
Consumerizing Service Delivery: Breaking Down Organizational Silos to Deliver Services to a Global, Mobile Workforce KAREN ODEGAARD SENIOR MANAGER, Cloud Advisory ACCENTURE S SERVICE LANDSCAPE ACCENTURE
More information