Implement an Enterprise Service Bus (ESB)

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Info-Tech Research Group

Get your services on the bus to reduce integration congestion in the enterprise.

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Implement an Enterprise Service Bus (ESB)

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Your Challenge As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating. Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult. The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment. Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players. Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities. Critical Insight Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace. Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today. Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up. Impact and Result The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy. Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.

Select and Implement a Next Generation Endpoint Protection Solution

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Your Challenge Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency. With this said, 70% of companies that embark on process improvement initiatives fail. The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes. Our Advice Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative. Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause. Empower business analysts. Create a practical process improvement methodology that your analysts can follow. Impact and Result Kick off process improvement by identifying the goals and defining the improvement targets. Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation. Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms. Ensure the design is aligned with the initial improvement targets. Focus on value-added activities. Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.

Create a Winning BPI Playbook

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Your Challenge Internal stakeholders usually have different – and often conflicting – needs and expectations that require careful facilitation and management. Vendors have well-honed negotiating strategies. Without understanding your own position and leverage points, it’s difficult to withstand their persuasive – and sometimes pushy – tactics. Software – and software licensing – is constantly changing, making it difficult to acquire and retain subject matter expertise. Our Advice Critical Insight Conservatively, it’s possible to save 5% of the overall IT budget through comprehensive software contract review. Focus on the terms and conditions, not just the price. Learning to negotiate is crucial. Impact and Result Look at your contract holistically to find cost savings. Guide communication between vendors and your organization for the duration of contract negotiations. Redline the terms and conditions of your software contract. Prioritize crucial terms and conditions to negotiate.

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Your Challenge Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes. IT system owners often resist change management because they see it as slow and bureaucratic. Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist. Our Advice Critical Insight ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request. You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents. A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.” Impact and Result Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements. Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood. Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes. Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.

Optimize Change Management

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Your Challenge Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler. Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance. Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals. Our Advice Critical Insight Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update. Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders. Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals. Impact and Result This blueprint will help you build: A formal channel and way of communicating value bottom-up and top-down between IT and the executive team. A methodology to prioritize and create projects that generate business value. A tool that can produce multiple outputs of value for different audiences using the same data. An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.

Improve IT Business Alignment With An Infrastructure Roadmap

Info-Tech Research Group

Your Challenge Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance? Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises. Our Advice Critical Insight 1. IT risk is business risk. Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business. 2. Risk is money. It’s impossible to make intelligent decisions about risks without knowing what they’re worth. 3. You don’t know what you don’t know. And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach. Impact and Result Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%. Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen. Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization. Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.

Build a Business-Driven IT Risk Management Program

Info-Tech Research Group

Your Challenge Service desk managers with immature service desk processes struggle with: Low business satisfaction. High cost to resolve incidents and implement requests. Confused and unhappy end users. High ticket volumes and a lack of root-cause analysis to reduce recurring issues. Wasted IT time and wages resolving the same issues time and again. Ineffective demand planning. Our Advice Critical Insight Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology. Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative. Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity. Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization. Impact and Result Increase business satisfaction. Reduce recurring issues and ticket volumes. Reduce average incident resolution time and average request implementation time. Increase efficiency and lower operating costs. Enhance demand planning.

Standardize the Service Desk

Info-Tech Research Group

Your Challenge Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to. While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives. Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals. Our Advice Critical Insight Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment. More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success. Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things. Impact and Result Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel. Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic. Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.

Optimize Project Intake Approval and Prioritization

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Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure. Understand why it's time to move forward with modernizing your communications infrastructure. Discover the productivity and efficiency gains you can achieve. Redefine how you think about communications. Learn how to build a strategy that addresses both unified communications and collaboration. Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.

Modernize Communications and Collaboration Infrastructure

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Your Challenge Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business. The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities. IT and business leaders don’t have a clear and unified understanding or definition of an operating model. Our Advice Critical Insight The IT operating model is not a static entity and should evolve according to changing business needs. However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions. Impact and Result Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services. Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services. Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.

Optimize the IT Operating Model

Info-Tech Research Group

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Your Challenge It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model. It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization. The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders. Our Advice Critical Insight The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations. Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program. Impact and Result Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy. Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations. Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance. Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process. Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.

Define an EA Operating Model

Info-Tech Research Group

Your Challenge Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader. CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation. CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change. Our Advice Critical Insight Don’t take an ad hoc approach to transformation. You’re not in it alone. Your legacy matters Impact and Result Elevate your stature as a business leader. Empower the IT organization to act with a business mind first, and technology second. Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise. Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.

Become a Transformational CIO

Info-Tech Research Group

Your Challenge Data center operating costs continue to escalate as organizations struggle with data center sprawl. While data center consolidation is an attractive option to reduce cost and sprawl, the complexity of these projects makes them extremely difficulty to execute. The status quo is also not an option, as budget constraints and the challenges with managing multiple data centers continues to increase. Our Advice Critical Insight Despite consolidation being an effective way of addressing sprawl, it is often difficult to secure buy-in and funding from the business. Many consolidation projects suffer cost overruns due to unforeseen requirements and hidden interdependencies which could have been mitigated during the planning phase. Organizations that avoid consolidation projects due to their complexity are just deferring the challenge, while costs and inefficiencies continue to increase. Impact and Result Successful data center consolidation will have an immediate impact on reducing data center sprawl. Maximize your chances of success by securing buy-in from the business. Avoid cost overruns and unforeseen requirements by engaging with the business at the start of the process. Clearly define business requirements and establish common expectations. While cost improvements often drive data center consolidation, successful projects will also improve scalability, operational efficiency, and data center redundancy.

Craft an End-to-End Data Center Consolidation Strategy to Maximize Benefits

Info-Tech Research Group

Your Challenge Organizations are struggling to keep up with today’s evolving threat landscape. From technology sophistication and business adoption to the proliferation of hacking techniques and the expansion of hacking motivations, organizations are facing major security risks. Every organization needs some kind of information security program to protect their systems and assets. Organizations today face pressure from regulatory or legal obligations, customer requirement, and now, senior management expectations. Our Advice Critical Insight Performing an accurate assessment of your current security operations and maturity levels can be extremely hard when you don’t know what to assess or how to assess it. Alignment can be a difficult area for security to get right when it’s trying to balance both regular IT and the business. Communication is needed between the business leaders, IT leaders, and the security team for an effective security strategy to be in place. Impact and Result Info-Tech has analyzed and integrated regulatory and industry best practice frameworks, combining COBIT 5, PCI DSS, ISO 27000, NIST SP800-53, and SANS to ensure an exhaustive approach to security. Through this process, a comprehensive current state assessment, gap analysis, and initiative generation ensures that nothing is left off the table. This project will elevate the perception of the security team from being a hindrance to the organization to an enabler.

Build and Information Security Strategy

Info-Tech Research Group

Your Challenge Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions. Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling. Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost. Our Advice Critical Insight Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives. An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns. Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.

Build an Application Integration Strategy

Info-Tech Research Group

Your Challenge: As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee. Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects. You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM. Our Advice - Critical Insight: PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools. Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management. Our Advice - Impact and Result: Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency. Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting. Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.

Develop a Project Portfolio Management Strategy

Info-Tech Research Group

Your Challenge: Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition. Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization. Our Advice - Critical Insight: Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.” Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model. Our Advice - Impact and Result: Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model. Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.

Implement a Shared Services Model

Info-Tech Research Group

Your Challenge: Situation Enterprise Architecture increases the organization’s ability to provide consistent services, accessible information, scalable infrastructure, and flexible technology integration on demand. It helps bridge the gap between business and IT and creates a shared enterprise vision. Complication EA programs that are run without the required EA capability level are prone to failure. EA capability optimization and EA operating model design skills are not common, as they are not everyday tasks. Our Advice: Critical Insight Using this research while assessing and optimizing your EA capability will help you: Architect the EA capability by applying four architectural perspectives: Contextual, Conceptual, Logical, and Physical. Develop an EA Operating Model starting at the contextual level, and proceeding through to the physical. Develop a sponsored mandate for EA capability. Identify and engage EA capability stakeholders. Determine organizational scope, i.e. responsibility and authority of EA. Identify business drivers for optimizing an EA capability. Analyze organizational context. Secure executive support and authorization to execute. Establish EA capability purpose and strategic direction. Write EA capability vision statement. Craft EA capability mission statement. Define EA capability goals and measures. Create EA principles. Assess current and determine target EA capability level. Document EA management process. Define EA management practices. Define interactions between EA management and other processes. Define EA capability performance and value measurement approach. Design EA organization and roles. Design EA organization structure. Define EA roles. Define required skills and proficiency levels for EA roles. Determine required EA staff capacity. Standardize EA tools and work products. Establish an EA repository. Decide on EA tools to be used. Define EA artifacts and work products. Develop an EA capability improvement plan. Consolidate and refine steps required to roll out the target EA operating model and improve EA capability. Draw an EA capability improvement roadmap.

Assess and Optimize EA Capability

Info-Tech Research Group

Your Challenge: Impending audits intimidate CIOs and business executives – and for good reason. A failed audit can result in punitive fines and injunctions that disrupt continuing operations until violations are resolved. These highly visible failures are best prevented through auditor-enterprise collaboration and pragmatic audit management. Our Advice: Critical Insight Shift the audit paradigm: auditors need to be enabled, not resisted. Auditors provide a value-added service that you are paying for. Establishing an effective relationship and enabling the audit team can ensure you get value from the engagement. However, you must also be vigilant in mitigating the risk of damaging findings . Impact and Result Effective audit management means acting with kindness to establish an effective relationship and taking vigilant, calculated steps to reduce the risk of adverse findings. Clarify the audit scope and prepare documentation in advance. Start off on a positive note and enable the auditor. Manage audit logistics to minimize business disruption. Dispute unwarranted findings. Continuously improve your auditability.

Survive an Impending Audit

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Scaling API-first – The story of a global engineering organization Ian Reasor, Senior Computer Scientist - Adobe Radu Cotescu, Senior Computer Scientist - Adobe Apidays New York 2024: The API Economy in the AI Era (April 30 & May 1, 2024) ------ Check out our conferences at https://www.apidays.global/ Do you want to sponsor or talk at one of our conferences? https://apidays.typeform.com/to/ILJeAaV8 Learn more on APIscene, the global media made by the community for the community: https://www.apiscene.io Explore the API ecosystem with the API Landscape: https://apilandscape.apiscene.io/

Apidays New York 2024 - Scaling API-first by Ian Reasor and Radu Cotescu, Adobe

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Abhishek Deb(1), Mr Abdul Kalam(2) M. Des (UX) , School of Design, DIT University , Dehradun. This paper explores the future potential of AI-enabled smartphone processors, aiming to investigate the advancements, capabilities, and implications of integrating artificial intelligence (AI) into smartphone technology. The research study goals consist of evaluating the development of AI in mobile phone processors, analyzing the existing state as well as abilities of AI-enabled cpus determining future patterns as well as chances together with reviewing obstacles as well as factors to consider for more growth.

Exploring the Future Potential of AI-Enabled Smartphone Processors

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Webinar Recording: https://www.panagenda.com/webinars/why-teams-call-analytics-is-critical-to-your-entire-business Nothing is as frustrating and noticeable as being in an important call and being unable to see or hear the other person. Not surprising then, that issues with Teams calls are among the most common problems users call their helpdesk for. Having in depth insight into everything relevant going on at the user’s device, local network, ISP and Microsoft itself during the call is crucial for good Microsoft Teams Call quality support. To ensure a quick and adequate solution and to ensure your users get the most out of their Microsoft 365. But did you know that ‘bad calls’ are also an excellent indicator of other problems arising? Precisely because it is so noticeable!? Like the canary in the mine, bad calls can be early indicators of problems. Problems that might otherwise not have been noticed for a while but can have a big impact on productivity and satisfaction. Join this session by Christoph Adler to learn how true Microsoft Teams call quality analytics helped other organizations troubleshoot bad calls and identify and fix problems that impacted Teams calls or the use of Microsoft365 in general. See what it can do to keep your users happy and productive! In this session we will cover - Why CQD data alone is not enough to troubleshoot call problems - The importance of attributing call problems to the right call participant - What call quality analytics can do to help you quickly find, fix-, and prevent problems - Why having retrospective detailed insights matters - Real life examples of how others have used Microsoft Teams call quality monitoring to problem shoot problems with their ISP, network, device health and more.

Why Teams call analytics are critical to your entire business

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