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Business Technologie

Presentation of
ActiveNet
from Tacit Knowledge Systems
www.tacit.com

Groupmembers:
Ole Petter Saxrud
Thomas Tunold-Hanssen

ActiveNet - Goal

The goal of ActiveNet is to help
organizations and employees
identify who should be working
together rather than how they
should work.
The idea is to give employees no
choice but to collaborate

ActiveNet - Principle
Tacit ActiveNet is an enterprise software
solution that provides a proactive
knowledge management tool.
ActiveNet scans documents, e-mails,
team workspaces, portals, instant
messaging, and other collaborative
applications across the network in an
effort filter out keywords and key
information which is relevant to the
organization

ActiveNet - Features

People Search
Hotlist
Conversation
Launchers
Content links
Automated discovery

ActiveNet – Functionality (1)

To be able to provide this type of
functionality it’s necessary to
initially set up a database with
some basic information about the
employees (to be able to identify
them) and to give the system some
initial keywords (to speed up the
ROI).

ActiveNet – Functionality (2)

The technology can differ whether
someone writing "IP" means
“intellectual property” or Internet
protocol, based on factors like
whether the writer is a lawyer or an
engineer

ActiveNet – Functionality (3)

Not a “Big Brother” type of
software, which also could be used
to spy on the employees.
Employees is givethe possibility to
review and sort out which
information he or she wants to have
available to others.

ActiveNet – Typical customer

The best results of ActiveNet would
be in larger organizations with a
diversified field of work.
Typical organizations would be
armed forces, universities,
multinational companies etc.

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Color Blind 1.pdfColor Blind 2.pdfColor Blind 3.pdfColor Blind 4.pdf 100 C h a p t e r 8 A Management Framework for IT Sourcing1 1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith. “Delivering IT Functions: A Decision Framework.” Communications of the Association for Information Systems 19, no. 35 (June 2007): 725–39. Reproduced by permission of the Association for Information Systems. Every five years starting in 1995, the focus group has taken stock of the responsibilities for which IT is held accountable (Smith and McKeen 2006; Smith and McKeen 2012). To no one’s surprise, the list of IT responsibilities has grown dramatically. To the standard list of “operations management,” “systems development,” and “network management” have now been added responsibilities such as business transformation, regulatory compliance, enterprise and security architecture management, information and content management, mobile and social computing, business intelligence and analytics, risk management, innovation, demand management, and business continuity management (Smith and McKeen 2012). Never before has IT management been challenged to assume such diversity of responsibility and to deliver on so many different fronts. As a result, IT managers have begun to critically examine how they source and deliver their various services to the organization. In the past, organizations met additional demands for IT functionality by simply adding more staff. Today, increasing permanent IT staff is less viable than in the past and this has led IT organizations to explore other options. Fortunately, several sourcing alternatives are at hand for delivering IT functionality. Software can be purchased or rented from the cloud, customized systems can be developed by third parties, whole business processes can be outsourced, technical expertise can be contracted, data center facilities can be managed, networking solutions (e.g., data, voice) are obtainable, data storage is available on demand, and companies will manage your desktop environment as well as all of your support/maintenance functions. Faced with this smorgasbord of sourcing options, organizations are experimenting as never before. As with other forms of experimentation, however, there have been failures as well as successes, and most decisions have been made on a “one-off” basis. What is still lacking is a unified decision framework to guide IT managers through this maze of sourcing options. Chapter 8 • A Management Framework for IT Sourcing 101 This chapter explores how organizations are choosing to source and deliver IT “functions.” The first section defines what we mean by an IT function and proposes a maturity model for IT functions. Following this, we take a conceptual look at IT sourcing options, and then we analyze actual company experiences with four different IT sourcing options—(1) in-house, (2) insource, (3) .

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Assignment 1 Textbook:Information Systems for Business and Beyond Please answer the following From Chapter 1 – Answer Study questions 1-5 and Exercise 3 From Chapter 2 – Answer Study questions 1-10 and Exercise 2 (should be a Power point presentation) All the above questions should be submitted in one Word document, except for the PowerPoint presentation (Chapter 2 - Exercise 2). Please understand that Plagiarism will not be tolerated and will result in a zero grade. Submission Requirements Font: Times New Roman, size 12, double-space Citation Style: APA References: Please use citations and references where appropriate No Plagiarism Chapter 1: What Is an Information System? Learning Objectives Upon successful completion of this chapter, you will be able to: • define what an information system is by identifying its major components; • describe the basic history of information systems; and • describe the basic argument behind the article “Does IT Matter?” by Nicholas Carr. Introduction Welcome to the world of information systems, a world that seems to change almost daily. Over the past few decades information systems have progressed to being virtually everywhere, even to the point where you may not realize its existence in many of your daily activities. Stop and consider how you interface with various components in information systems every day through different Chapter 1: What Is an Information System? | 9 electronic devices. Smartphones, laptop, and personal computers connect us constantly to a variety of systems including messaging, banking, online retailing, and academic resources, just to name a few examples. Information systems are at the center of virtually every organization, providing users with almost unlimited resources. Have you ever considered why businesses invest in technology? Some purchase computer hardware and software because everyone else has computers. Some even invest in the same hardware and software as their business friends even though different technology might be more appropriate for them. Finally, some businesses do sufficient research before deciding what best fits their needs. As you read through this book be sure to evaluate the contents of each chapter based on how you might someday apply what you have learned to strengthen the position of the business you work for, or maybe even your own business. Wise decisions can result in stability and growth for your future enterprise. Information systems surround you almost every day. Wi-fi networks on your university campus, database search services in the learning resource center, and printers in computer labs are good examples. Every time you go shopping you are interacting with an information system that manages inventory and sales. Even driving to school or work results in an interaction with the transportation information system, impacting traffic lights, cameras, etc. V.

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30-minute NetSpeed Nuggets virtual session focused on using Storytelling, Purpose, Action, Relationships, and Kudos (SPARK) to design and deliver engaging virtual training. Use stories to frame key learning points. Explain a clear purpose for each activity. Make your virtual training action-oriented, build relationships to increase engagement, and create a positive learning environment with kudos.

Putting the SPARK into Virtual Training.pptx

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Falcon Invoice Discounting: Empowering Your Business Growth

Falcon Invoice Discounting: Empowering Your Business Growth

Falcon Invoice Discounting: Empowering Your Business Growth

Falcon investment

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Tacit

1. Presentation of ActiveNet from Tacit Knowledge Systems www.tacit.com Groupmembers: Ole Petter Saxrud Thomas Tunold-Hanssen

2. ActiveNet - Goal The goal of ActiveNet is to help organizations and employees identify who should be working together rather than how they should work. The idea is to give employees no choice but to collaborate

3. ActiveNet - Principle Tacit ActiveNet is an enterprise software solution that provides a proactive knowledge management tool. ActiveNet scans documents, e-mails, team workspaces, portals, instant messaging, and other collaborative applications across the network in an effort filter out keywords and key information which is relevant to the organization

4. ActiveNet - Features People Search Hotlist Conversation Launchers Content links Automated discovery

5. ActiveNet – Functionality (1) To be able to provide this type of functionality it’s necessary to initially set up a database with some basic information about the employees (to be able to identify them) and to give the system some initial keywords (to speed up the ROI).

6. ActiveNet – Functionality (2) The technology can differ whether someone writing "IP" means “intellectual property” or Internet protocol, based on factors like whether the writer is a lawyer or an engineer

7. ActiveNet – Functionality (3) Not a “Big Brother” type of software, which also could be used to spy on the employees. Employees is givethe possibility to review and sort out which information he or she wants to have available to others.

8. ActiveNet – Typical customer The best results of ActiveNet would be in larger organizations with a diversified field of work. Typical organizations would be armed forces, universities, multinational companies etc.