ENTERPRISE KNOWLEDGE
BUSINESS SOLUTIONS/PROCESS-BASED ORGANIZATIONS
Questions companies must answer in the process of defining
and planning their business:
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What is our mission, in 25 words or less?
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What are our core competencies and skill sets?
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Where do we make money, and where do we lose it?
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What support and infrastructure do we have in place?
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To whom do we lose deals or customers?
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What growth rate are we seeking?
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What financial resources are available? How readily?
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What is our business model? Do we want to keep it?
ENTERPRISE ARCHITECTURES
BUSINESS INTELLIGENCE
DB2 RESOURCES
E-BUSINESS
CONTENT/KNOWLEDGE MANAGEMENT
CHANGE MANAGEMENT
TRANSFORMATION of the ENTERPRISE
ERP Resources
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ERP Market Share - 1998
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SAP - 37%
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Otherrs - 28%
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Oracle - 13%
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JD Edwards - 7%
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PeopleSoft - 9%
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Baan - 6%
LESSONS in LEADERSHIP (Larry Constantine) - a
summary:
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Lead by looking
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Lead by example - others are watching
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Lead with questions
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Lead from below
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Pair up for problem solving
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Slow down to speed up
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Paint pictures
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Support synergy
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Manage meetings
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Improve by inspection
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Work with tehbest
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Work yourself out of work.
LESSONS in SOFTWARE PROJECT MANAGEMENT (Scott W. Ambler)
- a summary:
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People are far more important than
technology
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Understand teh technology that you
are desigining for
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Humility is a qualification
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Requirements are a requirement
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Requirements rarely chnage, but your
understanding of them often does
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Read constantly
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Reduce the coupling withn yoru software
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Increase the cohesion within your software
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Expect to port yoru software
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Accept that change happens
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Never underestimate the need to scale
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Performance is only one of many design
factors
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Manage the seams
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Shortcuts always take longer
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Trust no one
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Show that your design works in practice
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Apply known patterns
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Learn each model's strengths and weaknesses
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Apply several models to a given task
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Educate your audience
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A fool with a tool is still a fool
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Understand teh entire process
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Test often and early
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Document your work
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Technology changes, fundamentals don't.
LAWS of USABILITY (Lucy Lockwood) - a
summary:
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Design for real work
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Don't get concrete too quickly
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Avoid innovation for innovation's sake,
but don't be a slave to fashion
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Strive for efficient interaction
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Try out the interface for real work
THE USE of TOOLS (Karl Weigers) - a
summary:
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A tool is not a process
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Expect the groupto pass through a sequence
of forming, storming, norming, and performing when it adopts new tools
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Ask "What's in it for us?," not "What's
in it for me?"
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Tools affect quality directly, productivity
indirectly
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Weigh the price of the tool against
the costs of not using it
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CASE Tools
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Use CASE tools to design, not just
to document
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No one wants to go through an idle
change exercise just because someone else had a cool idea
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Align the team on the spirit of the
method and the tool, not on "The Rules"
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Keep the information in the tool alive
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Fitting Tools into Teams
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Support the new tools with training
in the underlying approaches, such as testing concepts or project estimation
principles
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When comes to preneting project fiascoes,
the best defense is a good offense.
12 STEPS to EAI (Enterprise Application Integration) (David
Linthicum) - a summary:
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Understand the problem domain
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Make sense of the data
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Make sense of the processes
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Identify application interfaces
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Identify the business events
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Identify the data transformation scenarios
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Map information movement
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Apply technology
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Test, Test, Test
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Consider performance
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Define the value
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Create maintenance procedures
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Method or madness?